1. How is Juul working with the FDA to limit access to Juul’s products by teenagers?

1. Compare and contrast the various change management models. Provide a brief overview of your comparison. Which models have you seen implemented in the workforce? Next, recommend which change model you would use when implementing your new HRIS, and explain why you would use the selected model.

pretend you have been asked to give a talk on the topic of longevity to a group of high school students. What do you plan to say to this group regarding the state of research on the topic of longevity? Do you have any warnings to offer? Suggestions? Finally, be sure you also include a “call to action”.  

When Jim began working in the human resources department at KR Electronics, he was impressed with the number of advancement opportunities the job offered. His first task was to monitor reports that came in from employees through the company’s ethics hotline. It was a simple job, but one Jim felt would lead him to a higher position in the HR department. He spent two days learning about the company’s ethical policies and values, such as the importance of integrity and confidentiality. Jim felt reassured he chose a great company in which to start a career. KR Electronics was a competitive company, and every six months employees were evaluated for performance. While the highest performers received substantial bonuses, the lowest 15 percent were consistently fired within the year. This didn’t bother Jim too much. He knew many other well-known companies had a similar system in place. What bothered Jim was the way the supervisors treated employees who did not perform highly. Several employees approached Jim and told him of an abusive manager who often yelled at employees in front of other coworkers. Jim heard reports that the supervisor would make comments such as “I can’t wait till the year is up and I can tell you to get lost. It’ll be nice to actually get someone in this job with half a brain.” When Jim approached David, the human resources manager of his department, about what he heard, David shrugged off Jim’s concerns. “You’ve got to understand, Jim,” David explained. “We operate in a highly competitive field. Employees have to work quickly and efficiently in order to maintain our business. This often requires supervisors to get tough. Besides, this supervisor’s unit is one of our highest performers. Apparently, whatever he’s doing is working.” This remark made Jim feel uncomfortable, but he did not want to argue with his boss about it. One day Jim got a call from a woman in the company’s sales department. She informed him that many of the firm’s salespeople made exaggerated claims about the quality of their electronics. He also learned salespeople were making guarantees about products that were not true, such as how long the product would last. “The salespeople are given substantial bonuses for exceeding their quotas, so many promise whatever it takes to increase their sales,” the woman explained. Although it was not required to provide a name when reporting, the person talking to Jim gave her name as Sarah Jones. She asked Jim to make sure her sales manager Rick Martin did not find out she called the hotline. Jim gave the report to his supervisor for further investigation. Two weeks later Jim heard that Sarah Jones had been fired for poor performance. He approached David to ask him about the situation and was horrified to find out the sales manager of Sarah’s division had been told about her report. “But David, this is a violation of our confidentiality code! I promised Sarah we would keep her name anonymous when investigating this matter. What if Rick fired her out of retaliation?” Jim asked. David looked at Jim in exasperation. “Jim, you are making too big of a deal out of this. Nobody forced Sarah to give her name to us over the hotline. And trust me, Rick’s a good man. He wouldn’t fire someone simply to get back at them for reporting. It seems to me that these reports don’t have credibility, anyway. It’s likely that Sarah made up these allegations to hide her poor performance.” Jim left David’s office upset. Even if Sarah was a poor performer, he did not feel that it was right that her sales manager was told about her report when she expressly requested otherwise. As he went back to his desk, he remembered hearing that the sales manager and David were good friends and often went out together for lunch. Case 1 questions: 1

. Using concern-for-people and concern-for-performance matrix, discuss the four types of corporate culture? What type of corporate culture does KR Electronics have? Explain your answer?  

List and explain THREE ethical issues in the case? And explain how the corporate culture of KR Electronics contributed to these ethical issues?

A child holds a helium-filled rubber balloon with a volume of 0.01 m³ in air at 0 degrees C. Neglect the weight of the rubber and string and the buoyant force of the air on the child.

(a) How great a force must she exert to keep the balloon from rising?

(b) How many such balloons would it take to lift a 20-keg child?

Some useful data: At 0 degrees C, the density of the helium is 0.178 kg/m³ and the density of air is 1.29 kg/m³.

1. Tick Tracey works for the FBI and wants to spy on Bruce Wayne, who he believes is negotiating a deal with Shultz, a well-known Russian oligarch, that would harm national security. What steps must Tick Tracey take to begin listening in on Bruce’s conversations?
2. Define SLAPP
3. What was the court holding in Elonis vs. US?
4. What are the warrant exceptions to the Wiretap Act?
5. What are the requirements for the 4th Amendment reasonable expectation of privacy test?
6. What are the elements of the tort of public disclosure of private facts?
7. Define data breach.
8. What are the elements of the tort of intrusion?

13.8End-of-Chapter Case: Pay To Play? Motivating Megadiamond's Suppliers The supplier-quality meeting ended at 3:10 PM and Tim Rock was bummed. The meeting ended without having accomplished one of Tim Rock's major goals. Tim Rock, senior purchasing manager at MegaDiamond, had hoped his idea to offer advantageous payment terms to certified suppliers would be approved. Unfortunately, Mega's CFO, Jack Hardplace, had rejected the plan dismissively, saying, "We just can't do that. We can't offer some suppliers special payment terms for doing what they should be doing in the first place." As Tim entered his office, he muttered, "Who does Jack think we are? Mega is no Fortune 500 player. We don't buy in big volumes. And we're definitely not Honda. We don't have an engineering team to send out to teach suppliers how to improve their own operations. Why in the world would our suppliers want to cooperate more fully in Mega's new supplier quality improvement program? Without some sort of monetary inducement, we're powerless." Mega's Quality Track Record Technological uniqueness had paved the way for Mega's entry into the market. Tim knew, however, that Mega's reputation for producing and delivering high-quality inserts was vitally important to future growth. The tight-knit oil and gas drilling industry was a lot like a small town—bad news traveled quickly. Because customers talked to one another, defective product could kill a company's reputation overnight. By contrast, positive word-of-mouth could help Mega's recognition as a preferred supplier of PDC inserts go viral. Because a reputation for poor quality meant a quick exit from the market, Tim had always viewed quality as critical. However, the quest for quality became formalized in 2004 when Superbdrill, Mega's largest customers obtained ISO 9000 certification. Superbdrill had pressured its major suppliers, including Mega, to get ISO certified. Mega complied, obtaining the ISO certification in the same year. Tim was proud of the fact that by 2009, Mega had established industry-leading standards of excellence in quality, on-time delivery, and pricing. Mega was hitting on all cylinders. The result: DrillMaster, a major Mega customer, named Mega as its "Number 1" vendor for 2011. As part of the commendation, Mega was elevated to "Level 1" vendor status, which meant DrillMaster would no longer conduct receiving inspection on incoming parts. The entire management team at Mega was thrilled to have met the standards necessary to be named a "dock-to-stock" supplier. This triumph validated Mega's quest for excellence. It also motivated Tim to extend "dock-to-stock" certification backward to Mega's suppliers. Motivating Supplier Quality Tim Rock had joined Mega in 2002—shortly before the initial ISO certification. He quickly realized that much of Mega's success rested on its reputation for producing extremely high-quality PDC inserts. The coolest designs only mattered if the quality was equally good. Tim had also recognized that purchasing had a significant opportunity to impact Mega's competitiveness through the acquisition of low-cost, high-quality materials. Mega purchased from approximately 400 suppliers, which were classified into three levels. Level 1 suppliers provided materials that were used directly as components of PDC inserts. Each PDC insert consisted of two principal components: A tungsten carbide base A polycrystalline diamond cutting surface Because of the composition of the inserts, Tim referred to these two parts as "bread and butter products." In effect, the tungsten base was the bread and the PDC the butter. Given the simple nature of a PDC insert, only 12 suppliers classified as Level 1 suppliers. However, these 12 suppliers represented over 50% of all purchase dollars. Level 2 suppliers provided inputs used in the production process. Mega actively sourced from 100 Level 2 suppliers, spending about 30% of the purchasing budget with these suppliers. Level 3 suppliers provided routine inputs that supported both operations and administration. The remaining 300 suppliers were all Level 3 suppliers. Tim dedicated most of his time and effort to improving relationships with Level 1 suppliers. In fact, to support Mega's quality emphasis, Tim completed the training needed to certify as an ISO auditor in 2009. Tim used this training to help suppliers improve their quality processes. For example, in a visit to Tungsten Specialist Incorporated (TSI), Mega's leading supplier of tungsten carbide substrates, Tim noted that TSI was not matching the specification sheet they received from Mega with the final materials certification. This finding helped explain why Mega occasionally received lots that did not meet required specs. More importantly, it raised serious questions about the quality practices at TSI. Because the quality of the tungsten carbide substrate was critical to the performance of the finished PDC insert, Tim had initiated a study of tungsten carbide suppliers. Mega had been purchasing tungsten carbide substrates from three suppliers; however, 99% of its tungsten carbide substrates were sourced from TSI. After surveying both existing suppliers as well as other buyers of substrates, Tim decided that TSI was the best source of substrates and that it would be more appropriate to "tighten up" the relationship rather than start over with a new supplier. The decision to "tighten" the relationship with TSI provided an excellent opportunity to begin to extend supplier certification backward to Mega's Level 1 suppliers. He was worried, however, that simply recognizing suppliers as certified would not motivate them to want to become a "Mega Certified Supplier." After all, despite Mega's world-class performance, a plaque from MegaDiamond hanging in a supplier's lobby wouldn't be viewed as a "world-class" endorsement. And, although Mega was growing fast, it couldn't buy in the kind of blowout volumes that would excite suppliers. To motivate the exceptional quality performance he desired to see from Mega's suppliers, Tim felt he needed to put some kind of "bottom-line" incentive on the table. Tim had identified three primary challenges to providing such a "bottom-line" motivation. Mega's small size had historically prevented it from being a dominant customer for most of its suppliers. In the case of TSI, Mega already purchased 99% of its substrates from TSI. Mega couldn't promise increased volumes as a reward for certification. Senior management needed to approve any—and all—ideas like offering special payment terms to certified suppliers. As Tim sat at his desk, he wondered aloud, "What can we offer to Level 1 suppliers to get their attention and motivate them to improve their quality practices?" Questions What do you think of Tim's plan? What are the pros and cons of a pay-for-performance certification program? If you think Tim should proceed, what can he do to get the CFO and other top management to support a financial reward for certified suppliers? If you don't like the pay-for-performance concept, how do you suggest Tim proceed to get suppliers to buy in to certification?

What Influences the Sample Size? We examine the effect of different inputs on determining the sample size needed to obtain a specific margin of error when finding a confidence interval for a proportion. Find the sample size needed to give, with 95% confidence, a margin of error within plus-or-minus 2% when estimating a proportion. First, find the sample size needed if we have no prior knowledge about the population proportion p. Then find the sample size needed if we have reason to believe that p almost-equals 0.7. Finally, find the sample size needed if we assume p almost-equals 0.8. Round your answers up to the nearest integer.

Population proportion Sample Size

No knowledge:

0.7:

0.8:

Describe different techniques for masquerading as a particular host that uses SSL.

Q.1 Write a python program that will take in basic information from a student, including student name, degree name, number of credits taken so far, and the total number of credits required in the degree program. The program will then calculate how many credits are needed to graduate. Display should include the student name, the degree name, and credits left to graduate.

Write two print statements in this program. In the first one, use the .format method with pre-specified order of the displayed outputs.

In the second print, using different % operators to display the output. Make sure to display the output in an aligned format (look into a sample of the output below..).

Student name: xyz xyz

Degree name: comp. engineering

Credit taken so far:                                       13

Total number of credits required: 33

Number of credits needed to graduate: 20

Q.2  Write a python program that will take in the number of call minutes used. Your program will calculate the amount of charge for the first 200 minutes with a rate of $0.25; the remaining minutes with a rate of $0.35. The tax amount is calculated as 13% on top of the total. The customer could have a credit that also has to be considered in the calculation process. Finally, the program displays all these information. Below is a sample run:

Customer account number:                                        12345

Minutes used:                                                                (you provide)

Charge for the first 200 minutes@ 0.25:                (you provide)

Charge for the remaining minutes@ 0.35:             (you provide)     

Taxes:                                                                              (you provide)

Credits:                                                                            (you provide)

Total bill:                                                                         (you provide)

please provide .py program file screenshot and output.

1. Which of the following statements most accurately reflects the role of maltreatment in childhood psychopathology? Maltreatment is a:

A. Diagnostic category that includes children who have been physically abused and are exhibiting maladaptive behaviors.

B. Risk factor that may lead to a variety of maladaptive behaviors which may meet the criteria for a mental health disorder.

C. Diagnostic category that includes children who have been physically, sexually, or emotionally abused.

D. Risk factor that describes the victim and perpetrator’s relationship as it leads to psychopathology.

2. Describe two destabilizing or risk factors and two compensatory or protective factors for child maltreatment.  

Write a program driver that demonstrates that
your additions work. Use the following sets as part of your demonstration
A {1,3,8}
B {2,3,5,10}
C {4,6}
show
A && B
A - B
A || B
A / B
A && C
A - C
A || C
A / C

The mean number of sick days an employee takes per year is believed to be about 10. Members of a personnel department do not believe this figure. They randomly survey 8 employees. The number of sick days they took for the past year are as follows: 12; 6; 14; 3; 11; 9; 7; 9. Let X = the number of sick days they took for the past year. Should the personnel team believe that the mean number is about 10? Conduct a hypothesis test at the 5% level. State the distribution to use for the test. What is the test statistic? What is the p-value? Construct a 95% confidence interval for the true mean. Sketch the graph of the situation. Label the point estimate and the lower and upper bounds of the confidence interval. (Round your answers to three decimal places.) **Please use a TI*$ Plus where possible**

0.4800g of a mixture that is 80.0% by mass sodium carbonate and20.0% by mass sodium hydroxide reacts with 35.00mL of hydrochloricacid. Carbon dioxide is detected as one of the products. a. what is the normality of the hydrochloric acid? b. what is the molarity of the hydrochloric acid?