In Town C, the R0 for COVID-19 is 10. Which of the following is corr.pdf

•

0 likes•2 views

In Town C, the R0 for COVID-19 is 10. Which of the following is correct? Question 2 options: On average, for every case of COVID-19, there are 10 secondary cases in a totally susceptible population On average, for every two cases of COVID-19, there are 10 secondary cases in a totally susceptible population On average, for every case of COVID-19, there are 5 secondary cases in a totally susceptible population On average, for every case of COVID-19, there are 10 primary cases in a totally susceptible population.

Education

More from charanjit1717

Internal control systems are: A. Developed by the Securities and Exchange Commission for public companies. B. Developed by the Small Business Administration for non-public companies. C. Developed by the Internal Revenue Service for all U.S. companies. D. Required by Sarbanes-Oxley (SOX) to be documented and certified if the company's stock is traded on an exchange (a public company). E. Required only if a company plans to engage in interstate commerce.

Internal control systems areA. Developed by the Securities and Ex.pdf

charanjit1717

Instrucciones: Contesta las preguntas en oraciones completas. Trate de conectar sus respuestas con la informacin del texto. Despus de haber publicado sus respuestas antes del viernes, comente una respuesta de tres compaeros de clase diferentes antes del domingo. Asegrese de contribuir a la discusin, no solo de estar de acuerdo o en desacuerdo con sus colegas. Escribe en oraciones completas. Responde las siguientes preguntas:.

Instrucciones Contesta las preguntas en oraciones completas. Trate .pdf

charanjit1717

Investigue un poco y describa dos o tres escenarios en los que ser�a.pdf

charanjit1717

Investigue un poco sobre los proveedores de nube personal. Qu tipo de acuerdo de nivel de servicio (SLA) ofrecen? Est dispuesto a almacenar su informacin con un proveedor de nube personal que no ofrece SLA? Por qu o por qu no? Investigue un poco sobre los proveedores de nube personal. Qu tipo de acuerdo de nivel de servicio (SLA) ofrecen? Est dispuesto a almacenar su informacin con un proveedor de nube personal que no ofrece SLA? Por qu o por qu no?.

Investigue un poco sobre los proveedores de nube personal. �Qu� ti.pdf

charanjit1717

Investigate the five core missions of DHS and discuss how they promo.pdf

charanjit1717

Innovation Brewing of Sylva filed a trademark application for the company name. A much bigger company Bells Brewing of Kalamazoo, Michigan, opposed the application. The bigger brewery has claimed that the Innovation name infringed on its unregistered slogans bottling innovation since 1985 and inspired brewing. Bells said in the action that the Innovation Brewing name was a basis for a likelihood of confusion by customers between the two companies. Why is the protection of trademarks important to each brewery in this case? Discuss two reasons..

Innovation Brewing of Sylva filed a trademark application for the co.pdf

charanjit1717

Instructions: 1. Create a title slide deck that must include your Full Name, Student ID, and a current image of you. I am unsure how to add an image to the file. In your video include: 1) Run the 'systemctl status httpd' command to show that your web server is running. Show that you have implemented ssl certificate on your system by using https:// in the url in the final step when you open your web page 2) Show that you have configured your webserver to use the public_html folder for all users by showing the changes to userdir.conf file 3) Show the web page you have created in public_html directory 5) Change to the user/public_html directory and display the contents of the directory and then display the .htaccess file 6) Navigate to the /etc/httpd/conf directory and show the configuration files that implement the htaccess 7) Open a browser and display the index.html file.

Instructions1. Create a title slide deck that must include your.pdf

charanjit1717

INTRODUCCIN Koss Corporation es una empresa de Milwaukee cuyo negocio principal es el diseo, fabricacin y venta de auriculares estreo y accesorios relacionados. Michael Koss es el director ejecutivo; su padre, John Koss, fund la empresa en 1958. La empresa tiene marcas y patentes de sus productos para diferenciarse de la competencia. Koss Corp. tiene una junta directiva de seis hombres, incluidos Michael y su padre. John tiene 81 aos y se desempea como presidente de la Junta. Michael tiene 57 aos y se desempea como vicepresidente, presidente, director ejecutivo, director de operaciones y director financiero. Los otros miembros de la Junta han servido 25 aos. Ni Michael ni los otros miembros de la Junta tienen antecedentes financieros. Michael se gradu de la universidad con un ttulo en antropologa. Aunque Koss Corp. es una empresa multimillonaria, solo emplea a 73 personas, lo que los auditores consideran una pequea empresa. Michael ha trabajado para Koss Corp. desde 1976 y gana un salario base de $295,000; su compensacin total, incluidas las opciones, supera los 800.000 dlares. LA FUNCIN DE CONTABILIDAD El trabajo de contabilidad estuvo a cargo de Sujata Sue Sachdeva, vicepresidenta de finanzas, secretaria y directora de contabilidad; en una pequea empresa, los empleados suelen tener ms de una responsabilidad. Sue, cuya familia era de la India, haba estado empleada en la empresa durante 17 aos. Era una empleada valiosa y confiable y ganaba alrededor de $200,000 por ao. Tena dos asistentes: Julie Mulvaney, contadora senior, y Tracy Malone, contadora junior. Sue les dijo a sus amigos y compaeros de trabajo que su familia era muy rica y tena un estatus social muy alto en la India. Inform que ella y su esposo pasaron su noche de bodas en el Taj Mahal. Era importante para ella y su familia vivir en la mejor zona, asistir a las mejores escuelas y socializar con los miembros de la sociedad reconocida de Milwaukee. Sue particip en varias juntas de caridad, organiz lujosas fiestas para sus eventos que costaron millones de dlares y compr todos los artculos que no se vendieron en las subastas de caridad que organiz. Sue tambin tena reputacin de ser una jefa exigente: sus asistentes deban ayudarla con los eventos de caridad y Sue los invitaba a almorzar casi todos los das. Julie y Tracy tambin fueron a la casa de Sue para ayudarla a desempacar y guardar los muchos artculos caros que compr. Sue amaba la ropa, los zapatos y los accesorios de diseador y compr ms de 20,000 artculos en un perodo de cinco aos, de 2004 a 2009. Compr tantos artculos que no caban en su casa. Entonces, alquil una unidad de almacenamiento y una suite de dos oficinas para almacenar sus compras no utilizadas. Adems, Sue hizo algunas compras que nunca recogi en los minoristas. Sue no pudo pagar todas estas compras con su salario de $200,000 ni con el salario de $600,000 de su esposo mdico. Su trabajo en Koss Corp. le brind una oportunidad adicional de obtener los fondos necesarios par.

INTRODUCCI�N Koss Corporation es una empresa de Milwaukee cuyo negoc.pdf

charanjit1717

Introduction William Clay Ford, Jr., was staring out the window of his office in Dearborn, Michigan, lost in thought. The future of Ford Motor Company was hanging in the balance, and no one was certain how best to save this once-great company. Question after question without any easy answers kept going through his mind. . . . How much longer can Ford survive with the large losses? Will it have to sell off assets or financially restructure? Can it cut enough costs, and where should it cut? Will the union leaders realize the situation, and how much will they be willing to help? When will Chinese competitors enter the U.S. market? How can Ford develop its product offerings to adjust for higher fuel costs? How can Ford improve its product offering to reverse or at least stop the market share losses? How much more market share will it lose? The magnitude of the situation seemed overwhelming. In order to overcome these challenges, it seemed as if Ford would have to restructure every aspect of its business. It would require improved product offerings with cuttingedge design and high quality; improved operation with more flexibility and lower costs; and improved marketing with better brand image and customer interest. Ford was at a crossroads, and the way ahead remained shrouded in fog. History Ford has gone through many evolutions since its humble beginnings on June 16, 1903.1 Henry Ford began this corporation, now synonymous with the assembly line, the Industrial Revolution, and the American Dream, with 11 business associates and $28,000 in capital.2 Ford Motor Company continued along with minimal leadership problems until the death of its president, Edsel Ford, Case 10 in 1943. Intense dissension about who should succeed Edsel Ford continued until Henry Ford, at the age of 79, returned from retirement to lead the company. For the next two years under Henry Ford the company operated with massive losses of $10 million dollars per month.3 Finally, in 1945, Henry Ford was forced to step down and Henry Ford II assumed the role of president.4 Henry Ford II managed to successfully maneuver the company back to productivity and empowered Robert McNamara and his group (planning and financial analysis) to transform Fords leadership style from a tyrannical dictatorship to a powerful, professional oligarchy.5 Over the next 20 years, Ford Motor Companys presidents and CEOs turned over 13 times.6 The current CEO, Alan Mulally, was appointed in September 2006 to take over for William Clay Ford, Jr., who had served as both president and CEO since 2001. William Clay Ford, Jr., led Ford Motor Company to three straight years of profitability followed by a sharp decrease in profits marked by a $1.44 billion loss in the first half of 2006.7 These losses motivated Ford Motor Company to search for a new CEO from outside the industry, Alan Mulally, formerly of Boeing Corporation. Mulally stood out as a qualified successor because he demonstrated the leadership skills Ford.

Introduction William Clay Ford, Jr., was staring out the window of.pdf

charanjit1717

Intro to Programming: Exercise 1:University_Athletics.py Make a class called UniversityAthletics. The __init__() method for UniversityAthletics should store two attributes: a university_name a sport. Make a method called describe_athletics() that prints these two pieces of information. Make a method called in_season() that prints a message indicating that the sport is in season. Make an instance called athletics from your class. Print the two attributes individually, and then call both methods..

Intro to ProgrammingExercise 1University_Athletics.pyMake a cl.pdf

charanjit1717

International MARCOM fails and Why? Consider the International Marketing Communication process and how an organization with little MARCOM experience in a foreign country might mitigate potential communication errors? Consider the elements of a Canadian communications message for a Canadian product - music, imagery, talent, words, and format. What encoding might take place to deliver that message in Brazil (a high-context culture).

International MARCOM fails and WhyConsider the International Mark.pdf

charanjit1717

International Fisher Effect suggests that: Group of answer choices None of the listed options Currency exchange rate between two countries represents the difference in the price of identical goods Currency exchange rate between two countries represents the difference in interest rates as well as the difference in expected rate of inflation Currency exchange rate between two countries represents the difference between the demand and supply of the respective currencies.

International Fisher Effect suggests thatGroup of answer choices.pdf

charanjit1717

Interiores de galaxias Estado de Resultados 2011 ($ en Millones) Ventas Netas: $21415 Costo de los bienes vendidos: 16408 Depreciacin: 1611 Utilidad antes de intereses e impuestos: 3396 Intereses pagados: 1282 Renta Imponible: 2114 Menos impuestos: 740 Ingreso Neto: 1374 Interiores de galaxias Balance general de 2010 y 2011 ($ en millones) efectivo : $ 668 (2010) $ 297 (2011) Cuentas Rec: 1611(2010) 1527(2011) Inventario: 3848(2010) 2947(2011) Total : $ 6127 (2010) $ 4771 (2011) Activos fijos netos : 17489(2010) 17107(2011) Activos totales: $23616(2010) $21878(2011) Cuentas por pagar : $1694 (2010) $1532 (2011) Documentos por pagar : 2500 (2010) 0 (2011) Total : $4194 (2010) $1532 (2011) Deuda a largo plazo: 9800 (2010) 10650 (2011) Acciones comunes : 7500 (2010) 7000 (2011) Utilidades retenidas: 2122 (2010) 2696 (2011) responsabilidad total & Equidad : $23616 (2010) $21878 (2011) 7. Cul es el flujo de efectivo de los activos para 2011? Cul es el flujo de efectivo para los acreedores en 2011? Cul es el flujo de efectivo para los accionistas en 2011? Muestra tus clculos!.

Interiores de galaxiasEstado de Resultados 2011 ($ en Millones) .pdf

charanjit1717

Internal Service Funds - Journal Entries Required: Book journal entries for the following transactions for both the Supplies Fund and the Government-Wide. Background: In the fiscal year of 2022 the Town of Susanville, upon the approval of the town council, created an internal service fund to centralize the purchasing, storing, and issuing functions. 1. In order to provide cash to be used for acquisition of a building and equipment needed to handle the Supply Fund efficiently, the towns Water Utility Fund provides a long-term, interest- free interfund loan of $130,000 to the Supply Fund which will be repaid in 20 equal annual installments. The entry to record the loan is as follows: Supplies Fund: Government-Wide: 2. During 2022, supplies are received and related invoices are approved for payment in the amount of $192,600: Supplies Fund: Government-Wide: 3. The budget for the Town of Susanvilles Supplies Fund indicates a 35% markup on the cost for all supplies issued. The Supply Fund issues supplies costing $185,000 to the General Fund which will be considered to be allocated and used to departments as follows: General Government $9,885; Public Safety $54,889; Public Works $99,448; Culture and Recreation $17,741; Health and Welfare $3,037: Supplies Fund: Government-Wide: 4. Collections of payment from the General Fund totaled $249,750 for 2020. The journal entry is as follows: Supplies Fund: Government-Wide:.

Internal Service Funds - Journal EntriesRequired Book journal en.pdf

charanjit1717

Integrated Health was a large private, nonprofit health care system located in Tempe,Arizona. A year ago, the decision was made to implement a computerized medication administration record (MAR) at Integrated Health. During the first year, the MAR system would be implemented at Central Hospital of Tempe. After the bugs were worked out, the computerized MAR would be implemented system-wide. The MIS department at Central Hospital was designated as the initiator and direction setter for the project. Art Smith, the Chief Information Officer at Central Hospital assigned Kate Cohen, a programmer/analyst, as project leader. Kate had the responsibility for developing and implementing the MAR project at Central. Kate did the programming work for the MAR and assembled a team from Pharmacy Services, Nursing Services, and Internal Auditing. Members of the project team provided feedback on the software, made suggestions related to user training, and worked on an implementation schedule. Both team members and outside observers recognized the difficulty in developing and implementing the MAR in one year. Nurses antagonism toward the project surfaced after their suggestions and recommendations were rejected without explanation. The MAR project was also affected when a management shakeup occurred during the project development phase. The MAR was implemented and immediately failed. By 10:00 a.m. on the first day of the implementation, users complained that the system did not work and was too complicated. After hearing nurses complaints, physicians expressed concern about patient safety. At 1:30 p.m., Central Hospitals computer system crashed, and the MAR project was suspended. Early the next morning, we find Kate contemplating what she is going to say when she meets with Central Hospitals management group later in the afternoon. Question: 4) Discuss the resistance to change in the case and the strategies that can be adopted to reduce the resistance 5) Evaluate the importance of trustworthy leadership and trusting followers in managing change in the case.

Integrated Health was a large private, nonprofit health care system .pdf

charanjit1717

Intellectual Property Rights allow creators or owners of patents, trademarks, or copyrighted works to benefit from their own work or investment in the creation. Which of the following would not be protected under IP rights? A. An original song, literary work, or painting. B. A patent for a method that allows clients to buy products with one-click in their virtual store. C. An application that allows cell phone owners to jail-break their phones. D. A chemical formula for a household detergent..

Intellectual Property Rights allow creators or owners of patents, tr.pdf

charanjit1717

Intellectual Property Fight over Virtual Reality Headset The Oculus Rift is a virtual reality headset developed and manufactured by Oculus VR, a technology company founded in 2012 by Palmer Luckey. The Rift, released in March 2016, enables users to experience virtual tourism, play first-person shooter games, and participate in other highly realistic games. A powerful gaming desktop or laptop is required to run Oculus software titles and deliver detail-rich graphics to the two high-resolution displays. Oculus VR was purchased by Facebook in March 2014 for $2 billion. Although Oculus VR positioned the Rift to become the dominant virtual reality headset in the gaming market, Facebook has much bigger plans for developing the technology. According to Facebook CEO Mark Zuckerberg, the company plans to "make Oculus a platform for many other experiences. Imagine enjoying a courtside seat at a game, studying in a classroom of students and teachers all over the world or consulting with a doctor face-to-facejust by putting on goggles in your home. This is really a new communication platform." ZeniMax, founded in 1986, creates and publishes original interactive entertainment content for consoles, computers, and handheld/wireless devices. It has a number of operating divisions, including Bethesda Game Studios, Battle Cry Studios, and Tango Gameworks. ZeniMax's intellectual properties include The Elder Scrolls, an action role-playing game, and the popular Doom and Quake first-person shooter video games series, along with several other successful video game franchises. ZeniMax filed a lawsuit just months after Facebook acquired Oculus, claiming that Oculus cofounder and Rift inventor Palmer Luckey, CTO John Carmack (a former high-level ZeniMax employee), and several other former ZeniMax employees who are now working at Oculus built the Rift based on millions of dollars' worth of ZeniMax's research and copyrighted code developed over the course of several years. ZeniMax alleged that the Rift device was "primitive" until Carmack made improvements based on his knowledge from his work at ZeniMax. The company raised the allegation that Carmack worked on Oculus software while still employed at ZeniMax with the hopes that the court would rule that ZeniMax owns that work, even if it is markedly different from code previously owned by ZeniMax. Oculus denied the allegations, saying the lawsuit arose shortly after Facebook purchased the company because ZeniMax saw a "chance for a quick payout." Oculus claimed that its products do not contain a single line of ZeniMax code. In February 2017, a jury in Dallas, Texas, awarded $500 million to ZeniMax after finding that Oculus co-founder Palmer Luckey, and by extension Oculus, failed to honor a nondisclosure agreement. However, the jury found that Oculus did not steal or misappropriate trade secrets as contended by ZeniMax. Oculus was ordered to pay $200 million for breaking the nondisclosure agreement and an additional $50.

Intellectual Property Fight over Virtual Reality HeadsetThe Ocul.pdf

charanjit1717

Incidente del caso 2 El compaero de Barry se convierte en su jefe Mientras Barry miraba por la ventana de su oficina en Toronto, el sombro cielo de octubre oscureca su vista habitual de la Torre CN. "Eso se imagina", pens Barry para s mismo; su estado de nimo era igual de sombro. Cinco meses antes, la empresa de Barry, CTM, una empresa de tecnologa relativamente pequea pero en crecimiento, se reorganiz. Aunque tales reorganizaciones a menudo ponen en peligro las carreras, Barry sinti que el cambio solo mejor su posicin. Su compaero de trabajo, Raphael, fue ascendido fuera del departamento, lo que tena sentido porque Raphael haba estado en la empresa durante algunos aos ms y haba trabajado con el director ejecutivo en un proyecto exitoso. Debido a que Raphael fue ascendido y sus roles de trabajo anteriores eran similares, Barry pens que pronto llegara su propio ascenso. Sin embargo, hace 6 semanas, el jefe de Barry se fue. Raphael fue transferido nuevamente al departamento y se convirti en el jefe de Barry. Aunque Barry se sinti un poco pasado por alto, saba que todava era relativamente joven en la empresa y sinti que su buena relacin pasada con Raphael sera un buen augurio para sus perspectivas futuras. El nuevo arreglo, sin embargo, no trajo ms que decepcin. Aunque Raphael le deca a menudo a Barry que estaba haciendo un gran trabajo, Barry senta que esa opinin no se comparta con los superiores. Peor an, un par de amigos de Barry en la empresa le mostraron correos electrnicos a Barry en los que Raphael no haba logrado que Berry se viera bien. Raphael no es la persona que pens que era, pens Barry. Cul era su futuro en la empresa si nadie entenda sus aportes? Pens en buscar otro trabajo, pero esa perspectiva solo oscureci an ms su estado de nimo. Le gustaba la compaa. Sinti que hizo un buen trabajo all. Cuando Barry volvi a mirar por la ventana, empez a caer una ligera lluvia. La Torre CN no era ms visible que antes. Simplemente no saba qu hacer..

Incidente del caso 2 El compa�ero de Barry se convierte en su jefe.pdf

charanjit1717

INRT Software Solutions es una empresa que construye sistemas de inf.pdf

charanjit1717

InnoTech Software: Contrasting Styles InnoTech Software Solution s (ISS), is medium size technology company located in the Yaletown District of Vancouver, Canada. The firm has 79 staff in total. The Software Design and Development Team (SDD) has 42 team members located on the 2nd floor of a converted warehouse space, while the User Acceptance Team (UAT) has 36 members located on the 3rd floor of the same building. Both teams work closely together developing video game software for the Microsoft X-Box and Sony PlayStation platforms. Their popular game franchise Clown-Hunt has proven popular with the gaming community. Over 17 years the firm has been able to introduce a continuous string of highly successful releases to the Franchise that has kept pace with continually evolving technologies, and the changing demands of the consumer market. The firm hopes to release its first game on the Apple App store next year, to capitalize on the lucrative gaming community that uses I-Pads and I-phones. On the surface at least, the interactions between the SDD team, and the UAT teams seem cordial. Both teams collaborate extensively on the software solutions created by InnoTech. Relationships among the Team Members The relationships amongst the UAT Developers is very good. There is a lot of joking around and banter in the office. The group is mostly a mix of young men and women between the ages of 22 and 28. They seem to mix well together and have lots in common. There are often social events after work that Ken also attends, as there are many fun eateries and pubs right near the office. The Team Leads generally fit in, but they are a bit older. There is also some resentment amongt the Team Leads that Ken is so focused on being friends with the younger team members, he seems to ignore them a bit. One of the Leads stated, I wish we had more structure around here. Us Leads are often the bad-guys with the junior staff when we have to push to get things done under significant time-pressures. Recent Developments InnoTech Although InnoTechs business metrics continue to be successful, there have been some recent decline in overall product sales, and in meeting product delivery deadlines. Emma is concerned with these trends. Although staff turnover has been increasing lately (another cause for concern), the working relationship between the two teams under her watch appears strong despite Bryan and Ken having quite different leadership styles. There appears to be some tension though between Bryan and Ken due to their contrasting leadership styles QUESTIONS: write executive summary for this case..

InnoTech Software Contrasting Styles InnoTech Software Solutions (I.pdf

charanjit1717

More from charanjit1717 (20)