Draw a picture that shows a government policy that is inefficient. Feel free to explain why what is happening and why it is inefficient. Upload the file that you have drawn as a pdf, jpeg, or doc

Complete a pest analysis and 5 forces model on amazon

QUESTION 37

1. ​Which of the following is an important question that is answered in a business plan?

   	a.	​What are the trade restraint strategies used by businesses in the external environment?
   	b.	What are the entrepreneur's goals and objectives?
   	c.	​How will the entrepreneur divest strategic business units?
   	d.	​What are the marketing strategies used by the entrepreneur's competitors?
   	e.	​What are the overhead costs of the entrepreneur's venture?

QUESTION 38

1. Scientific management focuses on

   	a.	increasing overhead costs.
   	b.	improving the performance of individual workers.
   	c.	encouraging soldiering among employees.
   	d.	analyzing the external rather than the internal environment of an organization.
   	e.	increasing employee turnover.

QUESTION 39

1. Which of the following positions would be considered a specialized management position?

   	a.	Accountant
   	b.	Public relations manager
   	c.	Marketing manager
   	d.	Hospital administrator
   	e.	Human resources manager

QUESTION 40

1. Which of the following statements is true about the decision-making process?

   	a.	It exclusively applies to problem situations.
   	b.	It requires that the nature of a particular situation be defined.
   	c.	It typically involves only one individual and seldom applies to groups.
   	d.	It seldom applies to situations that are positive.
   	e.	It results in the generation of only one alternative.

QUESTION 41

1. Emilio says, "Employees and situations are unique. Sometimes I get good results by trying one approach, sometimes I decide to do something completely different." Emilio's statement is best aligned with which of the following management views?

   	a.	Scientific management
   	b.	The classical management perspective
   	c.	The contingency perspective
   	d.	Theory X
   	e.	Administrative management

QUESTION 42

1. ​A _____ is privately owned by one individual or a group of individuals and has sales and assets that are not adequate enough to meaningfully influence its environment.

   	a.	​publicly held corporation
   	b.	​regulatory agency
   	c.	​non-profit organization
   	d.	​strategic business unit
   	e.	​small business

QUESTION 43

1. Venus Corp. prohibits its employees from smoking in its premises. This is an example of a(n)

   	a.	standard operating procedure.
   	b.	program.
   	c.	entropy.
   	d.	project.
   	e.	rule.

QUESTION 44

1. Which of the following is a determinate of an organization's culture?

   	a.	The extended benefits provided by an organization
   	b.	Corporate success and shared experiences
   	c.	The regulations for work performance set by an organization
   	d.	The strategic partners of an organization
   	e.	The products and services available for the functioning of an organization

QUESTION 45

1. By recognizing the _____ aspect of decision making, the administrative model better reflects subjective considerations.

   	a.	classical
   	b.	behavioral
   	c.	sequential
   	d.	groupthink
   	e.	rational

Rocky Mountain Tire Center sells 14,000 ​go-cart tires per year. The ordering cost for each order is $35, and the holding cost is 40​% of the purchase price of the tires per year. The purchase price is $21 per tire if fewer than 200 tires are​ ordered, $19 per tire if 200 or​ more, but fewer than 8,000​, tires are​ ordered, and $18 per tire if 8,000 or more tires are ordered.

​a) How many tires should Rocky Mountain order each time it places an​ order.

Rocky​ Mountain's optimal order quantity is _____ ?

b) What is the total cost of inventory?

Construction (Nailed It! or the “Company”), an SEC registrant, is a construction company that manufactures commercial and residential buildings. On March 1, 20X1, the Company entered into an agreement with a customer, Village Apartments, to construct a residential apartment building for a fixed price of $1.5 million. The Company estimates that it will incur costs of $1 million to complete construction of the apartment building. The apartment building will only transfer to Village Apartments once the construction of the entire building is complete. In addition, Village Apartments has various design requirements that would require Nailed It! to incur significant costs to rework the building prior to selling it to a customer other than Village Apartments. To construct the apartment building, Nailed It! acquires standard materials that it regularly uses in construction contracts for both residential and commercial buildings. These materials are used to manufacture generic component parts for inclusion in Village Apartments’ residential buildings. These standard materials remain interchangeable with other items until they are deployed in a Village Apartments building. The Company has made the following purchases and incurred the following costs throughout the construction progress:

•As of June 30, 20X1, in total, Nailed It! has purchased $75,000 of component parts. As of June 30, 20X1, $25,000 of component parts remain in inventory and $50,000 have been integrated into the project. Further, Nailed It! has incurred $12,500 of direct costs to integrate the component parts into the Village Apartments construction project during the three months ended June 30, 20X1.

•During the three months ended September 30, 20X1, Nailed It! purchased an additional $500,000 of component parts ($575,000 in total). Of the $575,000 of component parts, $325,000 remain in inventory and $200,000 have been integrated into the project during the three months ended September 30, 20X1. During the three months ended September 30, 20X1, Nailed It! incurred an additional $50,000 of direct costs to integrate the component parts into the Village Apartments construction project.

•As of September 30, 20X1, Nailed It! determined that the project was over budget and revised its cost estimate from $1 million to $1.25 million.

•As of December 31 20X1, the construction project was completed. During the three months ended December 31, 20X1, Nailed It! purchased an additional $425,000 of generic component parts ($1 million in total). Of the $1 million component parts, $0 remain in inventory and $750,000 were integrated into the project during the three months ended December 31, 20X1. Nailed It! has incurred $187,500 of direct costs to integrate the component parts into the Village Apartments construction project during the three months ended December 31, 20X1.

If Village Apartments cancels the contract, Nailed It! will be entitled to reimbursement for costs incurred for work completed to date plus a margin of 20 percent, which is
Case 7: Nailed It! Construction Page 2 Copyright 2018 Deloitte Development LLC All Rights Reserved. considered to be a reasonable margin. Nailed It! will not be reimbursed for any materials that have been purchased for use in the contract but have not yet been used and are still controlled by Nailed It!.

Required:

1.Does the performance obligation meet any of the criteria or recognition of revenue over time?

2.How should the entity recognize revenue for the satisfaction of its performance obligation? What amount of revenue should be recognized for the following periods:

2a.The three months ended June 30, 20X1?

2b.The three months ended September 30, 20X1?

2c.The three months ended December 31, 20X1?

What ratios would you use to evaluate management performance?

Based on the reading assignment and the textbook, answer the following questions:

a- The impact of increasing the number of effects in MED system on the performance ratio (PR)? And list the reasons (10 Points)

Inflation is frequently described as “too much money chasing too few goods.” Explain the cause of inflation using the quantity theory of money.

1. Implement the recursive factorial function given below (from the lecture notes on recursion). Develop a main program that allows the user to enter any integer (positive) integer value, and displays the factorial of that value. The program should allow the user to either keep entering another value, or quit the program. public static int factorial(int n) { if (n == 0 || n == 1) return (1); else return (n * factorial(n-1)); } 2. Determine the largest value for n that can be correctly computed. 3. Implement the recursive Towers of Hanoi function given below (from the lecture notes). Develop a main program that allows the user to enter any number of disks to solve. public static void towers(int numDisks, String startPeg, String destPeg, String sparePeg) { if (numDisks == 1) System.out.println("Move disk from " + startPeg + " to " + destPeg); else { towers(numDisks-1, startPeg, sparePeg, destPeg); System.out.println("Move disk from " + startPeg + " to " + destPeg); towers(numDisks-1, sparePeg, destPeg, startPeg); } } 4. Modify function towers so that all the print statements are disabled (i.e., comment them out). There needs to be a statement after if(numDisks …), so replace that with just numDisks = numDisks. (The compiler will actually remove this pointless statement.) Modify the main program so that “Starting towers …” is displayed right before the function is called, and “Finished towers” when completed (right after the function call). Run your program using this new version of the function (that does not display the moves) to determine how long it takes to complete for the following number of disks: 10, 20, 30, 32, 34, 36. Use your smart phone to determine each execution time to the nearest second. use java

What does the Letter from a Birmingham Jail tell us about MLK and his view of unjust laws? How do you fight against unjust laws, and who should be held responsible? Do you agree with King and his methods?

"Environmental 'Science' Makes No Sense" "Well, the left-wing, environmentalist wackos have done it again! The so-called 'Environmental Conference' hosted by University 'X' last week was nothing more than a transparent attempt to indoctrinate the students and community with false information about the environment. Firstly, the environmentalists claim that global warming is real, but that can't be true because there are parts of the world that are getting colder! That's why they've started calling it 'climate change' instead. Second, why were no persons who disagree with this supposed environmental 'science' invited to the conference? During my time there, I heard no speakers who oppose global warming or climate change. I guess none of these "green" loonies decided to invite any of them. Third, if we tried to affect climate change, the only thing that would happen would be economic disaster. Environmentalists want to pressure oil companies to find 'cleaner' sources of energy, and also to force businesses and schools to use 'greener' products and offer 'eco-friendly' services. But if we did those things, then we'll have less money than we do now. The government will have to control our lives more, and eventually we'll be living in a dictatorship ruled by the United Nations and we'll have no money to buy things, so the economy will destroyed. Why do they want to destroy America? Lastly, I noticed also that everyone who attended the conference was a liberal. The person I sat next to in the auditorium told me he was one, and I overheard some more people of the liberal persuasion talking about their love for Obama on the elevator when going to lunch. So those of you who, like me, are definitely not liberals (and no one really wants to be like those people, do they?) should ask themselves why they would want to waste their time at conferences such as this? For the rest of us true Americans, the choice is clear: either we oppose this liberal agenda with all our might or we can kiss American democracy goodbye. Sincerely, Citizen 'Y'" Write a letter to the editor that responds to the letter above. This letter should explain all the fallacies that are contained in citizen Y's letter. (Make sure that you not only mention the fallacies, but also explain why you think specific points in the letter are fallacious.)

The Case for Humble Executives.

Taking the blame for the consumer-products company’s weak performance, the departing CEO told investors “the buck stops with me” and assured them his successor would do better. Mr. Lafley was responding to investor criticism of P&G’s strategy and recent stock-price performance. He will stay on as executive chairman after David Taylor becomes CEO Nov. 1.

Among executives, humility “is the flavor du jour,” says Fred Hassan, a former CEO of Schering-Plough Corp. and author of a book on leadership. Companies increasingly prize humble leaders because they listen well, admit mistakes and share the limelight, recruiters and coaches say. “The servant leadership model promotes collaboration,” says Dale E. Jones, chief executive of recruiters Diversified Search Inc. That’s easier said than done for corporate climbers. At a seminar for aspiring CEOs this year, Mr. Hassan described how they could promote themselves but remain humble, warning them against aggressive self-promotion. For instance, he advises, don’t circumvent the boss and brag about your work to the boss’s boss. Krispy Kreme Doughnuts Inc. sought a CEO with humble servant leadership during a hunt completed by Mr. Jones last year. Anthony “Tony” N. Thompson, hired to head the chain, “exhibited those two characteristics strongly,” remembers his predecessor, James H. Morgan. Humility represents “an important trait in our company,” adds Mr. Morgan, who remains chairman. Some may wonder if it is just as good to seem humble. Faux humility annoys people, explains Francesca Gino, a Harvard Business School professor of business administration who co-wrote a research paper about the shortcomings of “humblebragging,” boasts masquerading as self-deprecating complaints. Consider the job candidate who says “I work too hard” when asked to describe their shortcomings. Researchers found that opening up about real weaknesses “leads to a better likelihood of getting a job,” she says. “If you have to act humble, it won’t work. You either are or you’re not,” concurs Mr Morgan.

Oscar Munoz, the new chief of United Continental Holdings Inc., started his tenure last month with an apology to customers and employees and a vow to spend his first 90 days on a listening tour with staff. Mr. Munoz suffered a heart attack on Oct. 15, the day he was due to meet with union leaders, and has remained hospitalized. Frank Blake, a retired chairman and CEO of Home Depot Inc., says he stressed his limited retail-industry experience when directors of the do-it-yourself chain wanted to promote him to the top job in 2007. A General Electric Co. alumnus, he had worked at Home Depot for five years. “I don’t think I am the right guy,” Mr. Blake recalls warning board members. Mr. Blake believes his scant retail know-how made it easier to be a humble leader of Home Depot. During his nearly eight-year command, he also favored colleagues with a similar style. “You were better off acknowledging what you needed to work on” than being boastful, he observes. A Bausch & Lomb division head in “self-promotion mode” wound up getting ousted a few years ago, recollects Mr. Hassan, its then-chairman.

Recruited from a much bigger employer, the division head at the eye-products concern pushed to expand into product areas that would impress the board, but his division needed a turnaround, Mr. Hassan says. Subordinates complained that he ignored their problems, such as repairing ties with certain customers. “Had he been humble,” Mr. Hassan notes, “he would have set the right priorities.” Some executives spend years developing humble listening skills—as William M. Lambert did before and after his 2008 advancement to CEO of MSA Safety Inc., a maker and supplier of safety products. Bob Rogers, president of Development Dimensions International, a leadership consultancy, began coaching him when he took charge of MSA’s North American unit in 2003. Mr. Rogers counted how often Mr. Lambert told his management team what to do rather than request their input. He issued orders a lot.

His team members told the coach that “Bill has preconceived ideas and he doesn’t allow for full discussion,” Mr. Lambert remembers. The executive asked a trusted peer to check his behavior. Nevertheless, directors told Mr. Lambert he came across as overconfident and unwilling to listen during his second year in the corner office. His reviews improved after he showed respect for board members’ ideas. “As a leader, you need to have a strong ego,” Mr. Lambert says. “But you can’t have a big ego.” It should go without saying that humble leaders don’t steal credit from colleagues. “Credit when you do well will come to you,” Krispy Kreme’s Mr. Morgan says he used to assure his executives. Not everyone listened. One lieutenant disappeared while subordinates developed new products and equipment, only to claim credit when they were unveiled to the top brass. “He took the limelight,” Mr. Morgan recalls. “He didn’t understand the humility part.” Krispy Kreme fired the man a year later

please provide two paragraphs describing:

a)  How you can use the qualities of servant leadership discussed in the article effectively within your future work teams.

b) How this example of servant leadership could backfire if the work context emphasizes individual performance over collaboration.

Write a script that finds the smallest of several nonnegative integers. Assume that the first value read specifies the number of values to be input from the user.

Hint: No need for Array declaration. Think like a while loop and iterate as many number as users will input. Then keep a temporary variable to keep track of the minimum.

given a group assignment and you have a non collaborative team member who wants to share in the credit;
1. what do you say to a non collaborative team member ?
2. what do you say to your superior?
3. when do you talk to them?
4. how do you do it without been 'bad mouth' as much as you hold on to your value of honesty?