Project A will cost $10 million dollars and generate after tax cash flow of $5 million dollars per year for the next three years. Shareholders need to earn 30%. The risk free rate is 3%. The firm's cost of funds is 18%. What is the NPV?

What are the strengths and weaknesses of existential therapy?

BOND VALUATION PROBLEMS

I.DETERMINE BOND VALUES BASED ON ANNUAL, SEMI-ANNUAL,QUARTERLY AND MONTHLY INTEREST PAYMENTS FOR THE FOLLOWING:

1.YTM=10%, 5.5 YEARS TO MATURITY, WITH COUPON RATE OF 14.5%

2.IRR=12.75%, 23 YEARS 3 MONTHS TO MATURITY, COUPON=8.94%

3.CURRENT MARKET RATE=4.5%, 35 MONTHS TO MATURITY, ANNUAL INTEREST INCOME OF $175

4.REQUIRED RATE=20.35%, 19.333 YEARS TO MATURITY, CURRENT YIELD EQUAL TO 20% WHEN PRICE=$900

5.YTM=15%, 9 YEARS TO MATURITY, CURRENT YIELD OF 20% WHEN PRICE=$750

BOND YIELD PROBLEMS

II.DETERMINE ALL POSSIBLE AND APPROPRIATE RATES OF RETURN BASED ON ANNUAL, SEMI-ANNUAL, QUARTERLY AND MONTHLY INTEREST PAYMENTS.

1.PRICE=$897.50, MATURITY=12 YEARS 180 DAYS, CURRENT YIELD=10% BASED ON CURRENT PRICE

2.PRICE=92.5% OF PAR, 5.5 YEARS TO MATURITY, COUPON OF 8%

3.PRICE=$979.50, CURRENT YIELD=11.23%

4.PRICE=$1275.75, COUPON YIELD=10.9%

5.PRICE=$2057, ANNUAL INTEREST OF $145.25, 7.5 YEARS TO maturity

Step 4: How should this case be resolved? What resolution(s) do you suggest, and why?

Fact Pattern For Case Study

Dr. Jones is an orthopedic surgeon at ABC Health Medical Center, a large teaching hospital. Dr. Jones has worked with interns and residents for thirty (30) years. On a typical day, Dr. Jones does rounds with the interns, consults on ten (10) to twenty (20) cases and performs three (3) surgeries. Prior to seeing Dr. Jones, all patients are interviewed by a nurse and examined by an intern. The nurses and interns then provide Dr. Jones with the highlights of each upcoming case as they walk from patient room to patient room, up and down a long hallway. Dr. Jones also discusses his cases with other physicians in the elevators, stairwells and cafeteria.

Due to a genetic defect, Dr. Jones suffers from severe hearing loss. While he has custom-made hearing aids that help greatly with this impairment, he often forgets to wear them. He also finds them to be very uncomfortable. According to the charge nurse, Dr. Jones is “quite difficult” to deal with without his hearing aids. He cannot follow multi-party conversations very well. He becomes impatient. He raises her voice to the extent that it can be heard throughout the floor. Although Dr. Jones is well versed in sign language—and the hospital provides him with a full-time, on-call interpreter—he refuses the assistance.

Dr. Jones is a phenomenal surgeon. His colleagues hold him in high esteem. He travels the world, lecturing on the newest surgical techniques. Interns fight for the opportunity to scrub in on his surgeries. He does cutting-edge research. Nonetheless, the hospital board of directors has concerns about his continued employment. When asked to limit his repetition of patient information in public places. Dr. Jones replied, “Every other doctor in this hospital talks about patients in the halls and cafeteria. It’s the most efficient and practical use of our time.” When told of patient complaints about his “bedside manner”— that he seems to ignore their stories, fails to answer their questions and spends little time talking with them at all—Dr. Jones scoffed. “My role is to identify and fix physical manifestations of disease, not to be friends with the patients. Do you want me to be a friend or a surgeon?”

Describe the various categories of consumer products with examples.?

1. Assume that a sample is used to estimate a population mean μμ. Find the margin of error M.E. that corresponds to a sample of size 21 with a mean of 58.7 and a standard deviation of 17.9 at a confidence level of 80%.

Report ME accurate to one decimal place because the sample statistics are presented with this accuracy.
M.E. = __________________

Answer should be obtained without any preliminary rounding. However, the critical value may be rounded to 3 decimal places.

2. Express the confidence interval (174.8,273.6)(174.8,273.6) in the form of ¯x ± ME

-x ± ME= ______________ ± _____________

Organizational Theory:

How are physical structure, organizational identity, and corporate image related?

What are examples of well-known corporate images and how are they constructed?

A 3 year coupon bond, issued at $946.54, pays annual coupon and has a face value of $1000. Use the standard amortization table below to answer these questions:

Fill the missing number in E4

a. $941.13 b.$980.12 c. $981.13 d. 986.54 e. $1,005.41

A speculator purchased the bond for $946.54 at issuance, pocketed the first coupon at t=1 and then immediately sold the bond at its actual market price, which was different from $963.33. He managed to earn higher than YTM for his 1-year holding price. What must be the YTM for the buyer who took over the bond from the speculator, assume this buyer holds the bond for the remaining 2 years till maturity? Select the most accurate answer?

A. <7% b. <6% c. 5-6% d. 4% e. >3%

How are stock market indices constructed? Discuss the reasons why their coverage and construction vary.

Transforming a pharmacy together: the Charlotte Maxeke Johannesburg Academic hospital.
Before 2015, the patient experience at the Charlotte Maxeke Johannesburg Academic Hospital pharmacy went something like this: take the day off work to have your prescription filled; line up at dawn before the pharmacy opens in hopes of beating the rush; once inside, wait up to several hours for your prescription to be filled; or worse, wait only to experience a “false stock out”—a phenomenon in which a medication appears out of stock but is in fact available in pharmacy storerooms—and go home empty-handed.
Charlotte Maxeke Johannesburg Academic is one of the largest central hospitals in South Africa, which sits in the province of Gauteng. The hospital pharmacy dispenses almost a quarter of a million prescriptions each year—yet it had a reputation for poor service and facilities. For example, patients discharged from the hospital with prescriptions—a patient category known as “to take outs”—spent on average six hours waiting for prescription medication to be delivered to the ward after discharge. Every day, an average of 20 percent of out-patients visiting the pharmacy experienced false stock-outs.
In September 2014, the Gauteng Department of Health began a province-wide project to provide pharmacy customers with more professional and efficient visits. The department wanted to prove that it could offer better service wherever needed, and the troublesome situation at the Charlotte Maxeke pharmacy made it an excellent place to make its case.
With so much ground to cover, the leadership at Charlotte Maxeke needed a step-by-step plan for the pharmacy transformation.   
The consultants began by working with managers to narrow their focus to improving the physical environment, prescription-filling process, and stock management, the main factor behind lengthy waiting times. To kick off the project, the consultants focused on making the physical premises more welcoming and attractive to patients and staff. One Saturday, Department of Health officials, including a member of the executive council, the pharmacy manager and CEO of the hospital, infrastructure-department representatives, and the consultants, all pitched in for a day-long cleaning. The idea was to show staff how committed leadership was to turning around the pharmacy. The volunteers painted and decorated walls; added amenities like water coolers, TVs, and coffee machines in the waiting room; and supplied pharmacists with monogrammed lab coats. Patients and staff immediately appreciated the more cheerful and professional atmosphere.
Then the consultants turned to improving the process of prescription filling. A consulting team mapped the existing process and studied each step to identify bottlenecks and areas of wasted activity. They then devised a streamlined approach using three principles of lean production.
The first was called “first time right” and aimed to stop invalid prescriptions from entering the filling process. A senior pharmacist became the first point of contact for each patient. The pharmacist would filter out patients whose prescriptions were invalid (because they were not yet due for refills) or could not be filled because of stock shortages. Second, they removed the batch system, which meant prescriptions were no longer dispensed in batches of ten, but were made available to be dispensed as soon as each one was ready. Finally, the team introduced a “demand-pull” system, which enabled staff actually to dispense these prescriptions to patients in a timely fashion. The existing process began with taking in scripts as fast as possible, and then filling them. The result was a huge buildup of filled scripts that were waiting to be labelled and dispensed to patients (in other words, a “push” approach). The team shifted the focus to the end of the process—dispensing—and ensuring that there was sufficient staff to distribute prepared scripts, thus “pulling” prescriptions through the process more efficiently.
Relatedly, the team addressed false stock-outs, another important factor behind long wait times. These were resolved by implementing a two-bin system on the pharmacy shelves with pre-defined refill levels. Essentially, when one bin of medications was empty, pharmacists would begin retrieving medications from a second bin. The refill levels for a bin—how many medications to place inside—were calculated for each medication based on dispensing frequency. The consultants also revised each staff member’s role in the process and adjusted the layout of the pharmacy to make it more orderly. This included outfitting each workstation with laminated posters that displayed the new process rules. They also designed management tools—for example, a daily roster with role allocation and a performance dashboard—that the pharmacy manager was then responsible for implementing.
Under the new system, pharmacy staff rotated between duties to ensure that there was no build-up of scripts. This required knowing how many people to assign to each stage of the process and shifting staff when someone was absent, at lunch, or when there was a backlog. The team initially oversaw these shifts, but then coached the pharmacy staff on identifying and resolving bottlenecks quickly, with the senior pharmacist on the floor ultimately responsible for managing the workflow.
In conclusion, the teamwork and process review that was provided helped staff to work smart and not hard. Improving the working environment of staff, listening to their concerns and supporting them through change management has definitely improved the quality of care and the experience that the patients and communities received from the hospital.

QUESTION 1.2
Provide a critical account of how the total quality management (TQM) concept could have been used in the case study? (30)

  Home Place​ Hotels, Inc., is entering into a​ 3-year remodeling and expansion project. The construction will have a limiting effect on earnings during that​ time, but when it is​ complete, it should allow the company to enjoy much improved growth in earnings and dividends. Last​ year, the company paid a dividend of ​$4.20. It expects zero growth in the next year. In years 2 and​ 3, 5​% growth is​ expected, and in year​ 4, 16​% growth. In year 5 and​ thereafter, growth should be a constant 9​% per year. What is the maximum price per share that an investor who requires a return of 17​% should pay for Home Place Hotels common​ stock?

You sell short 200 shares at $50 per share. You post the 50% margin required for the short sale. Assume you earn no interest on your margin funds, nor pay any interest on the loan of shares. The company stock pays dividends of $0.33 per share every quarter. What is your rate of return on this position, if you close it out at $42 per share after one year? Enter answer in percents, accurate to 2 decimal places.

With respect to a general multitasking system

What mechanism allows operating system routines to get more control of the CPU than user tasks?

What are the two states a task can be in while waiting for control of the CPU?