Convert the stack into a queue in c++ and must have matching example.pdf

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Convert the stack into a queue in c++ and must have matching example testin code and output as shown on next lines Example Testing Code: Stack S; int tmp; S.push(5); S.peek(tmp); cout << tmp << endl; S.push(33); S.push(1); S.push(7); S.peek(tmp); cout << tmp << endl; S.push(33); S.push(12); S.display( cout ); S.pop( ); S.display( cout ); S.push(14); S.display( cout ); S.pop( ); S.pop( ); S.display( cout ); S.pop( ); S.pop( ); S.display( cout ); S.peek(tmp); cout << tmp << endl; Example Testing Output: 5 7 12 33 7 1 33 5 33 7 1 33 5 14 33 7 1 33 5 7 1 33 5 33 5 33 #include #include using namespace std; // Stack implementation class Stack { private: vector data; public: void push(int val) { data.push_back(val); } void pop() { if (!data.empty()) { data.pop_back(); } } void peek(int& val) { if (!data.empty()) { val = data.back(); } } void display(ostream& os) { for (int i = data.size() - 1; i >= 0; i--) { os << data[i] << " "; } os << endl; } }; int main() { Stack S; int tmp; S.push(5); S.peek(tmp); cout << tmp << endl; S.push(33); S.push(1); S.push(7); S.peek(tmp); cout << tmp << endl; S.push(33); S.push(12); S.display(cout); S.pop(); S.display(cout); S.push(14); S.display(cout); S.pop(); S.pop(); S.display(cout); S.pop(); S.pop(); S.display(cout); S.peek(tmp); cout << tmp << endl; return 0; }.

Convert the stack into a queue in c++ and must have matching example testin code and output as
shown on next lines
Example Testing Code:
Stack S;
int tmp;
S.push(5);
S.peek(tmp);
cout << tmp << endl;
S.push(33);
S.push(1);
S.push(7);
S.peek(tmp);
cout << tmp << endl;
S.push(33);
S.push(12);
S.display( cout );
S.pop( );
S.display( cout );
S.push(14);
S.display( cout );
S.pop( );
S.pop( );
S.display( cout );
S.pop( );
S.pop( );
S.display( cout );
S.peek(tmp);
cout << tmp << endl;
Example Testing Output:
5
7
12 33 7 1 33 5
33 7 1 33 5
14 33 7 1 33 5
7 1 33 5

$33 5 33 #include #include using namespace std; // Stack implementation class Stack { private: vector data; public: void push(int val) { data.push_back(val); } void pop() { if (!data.empty()) { data.pop_back(); } } void peek(int& val) { if (!data.empty()) { val = data.back(); } } void display(ostream& os) { for (int i = data.size() - 1; i >= 0; i--) { os << data[i] << " "; } os << endl; } }; int main() { Stack S; int tmp; S.push(5);$

S.peek(tmp);
cout << tmp << endl;
S.push(33);
S.push(1);
S.push(7);
S.peek(tmp);
cout << tmp << endl;
S.push(33);
S.push(12);
S.display(cout);
S.pop();
S.display(cout);
S.push(14);
S.display(cout);
S.pop();
S.pop();
S.display(cout);
S.pop();
S.pop();
S.display(cout);
S.peek(tmp);
cout << tmp << endl;
return 0;
}

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Contabilidad del iPhone en Apple Inc. El 21 de octubre de 2008, Apple Inc. anunci los resultados financieros del cuarto trimestre del ao fiscal 2008 finalizado el 27 de septiembre de 2008 (consulte el Anexo 1). Segn los principios de contabilidad generalmente aceptados (GAAP) de EE. UU., Apple report ingresos trimestrales de $7.9 mil millones y ganancias netas de $1.1 mil millones. Por primera vez, la compaa con sede en Cupertino, California, incluy medidas no GAAP en su anuncio de ganancias para complementar sus resultados financieros GAAP de EE. UU. Los ingresos trimestrales no GAAP y la ganancia neta de Apple fueron de $11,700 millones y $2,400 millones, respectivamente. Como seal el CEO de Apple, Steve Jobs, Como puede ver, los resultados financieros no GAAP son realmente sorprendentes. . . hablar de los resultados financieros no GAAP, porque creo que esto es un gran problema. Adems de informar un trimestre sobresaliente, hoy tambin presentamos resultados financieros no GAAP, que eliminan el impacto de la contabilidad de suscripcin. Debido a que, por su naturaleza, la contabilidad de suscripciones distribuye el impacto de la contribucin del iPhone a las ventas generales, el margen bruto y los ingresos netos de Apple durante dos aos, puede dificultar que el administrador promedio de Apple o el inversionista promedio evalen el desempeo general de la empresa. Siempre que nuestro negocio de iPhone fuera pequeo en relacin con nuestros negocios de Mac y msica, esto realmente no importaba mucho, pero en el ltimo trimestre, como escucharon, nuestro negocio de iPhone creci a alrededor de $ 4.6 mil millones, o el 39% del negocio total de Apple. , claramente demasiado grande para que la gerencia o los inversionistas de Apple lo ignoren.2 Jobs tambin seal que en trminos de ingresos de telfonos mviles no GAAP, en solo 15 meses Apple se haba convertido en el tercer fabricante de telfonos ms grande del mundo detrs de Nokia y Samsung, pero por delante de Sony. Ericsson, LG, Motorola y RIM. Antecedentes de la compaa Jobs y Steve Wozniak lanzaron la revolucin de las computadoras personales en la dcada de 1970 con Apple II. En 1984, Apple Macintosh, con su diseo brillante y fcil de usar, redefini la computadora personal. Poco tiempo despus, Jobs dej la compaa y regres en 1997. Bajo Jobs, Apple cataliz la industria de medios digitales con el lanzamiento de su reproductor musical porttil iPod en octubre de 2001, seguido por la presentacin de su tienda en lnea iTunes en abril de 2003. En junio En 2007, la empresa ingres al altamente competitivo mercado de telfonos mviles con su iPhone, el primer telfono inteligente (una combinacin de un telfono y una mini computadora) con una interfaz de pantalla tctil y el nuevo sistema operativo mvil de la empresa, iOS. Varios meses despus, Apple lanz el iPod touch (un iPhone sin capacidad de telfono). Apple lanz su iPhone 3G en julio de 2008 junto con su sistema operativo mvil de segunda generacin (iOS 2). Tambin en julio d.

Contabilidad del iPhone en Apple Inc. El 21 de octubre de 2008, Appl.pdf

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murtuzadahadwala3

Contaminacin en la cadena logstica de productos agrcolas a granel RELACIONES COMERCIALES ENTRE AUSTRALIA OCCIDENTAL Y JAPN Japn importa 5-6 millones de toneladas de trigo a granel cada ao para fabricar productos como fideos udon, pan, pasteles, fideos chinos, fideos blancos salados, espaguetis fideos instantneos y pares. Cada ao, Australia Occidental enva alrededor de 1 milln de toneladas de trigo a granel a Japn, con los ingresos del trigo para la produccin de fideos solo Se estima que tiene un valor de A $ 150 millones para la economa local. Mientras Japn compra un cantidad significativa de trigo de Australia Occidental, tambin es el mercado ms grande para otros productos agrcolas a granel, como la cebada, la avena, la canola y el heno de cereales, indicando la importancia de la relacin comercial entre las dos naciones. El El mercado japons para el trigo australiano es relativamente estable, aunque Australia solo abastece a Japn con alrededor de una quinta parte de su demanda (Figura 1), por lo que la competencia en el mercado con proveedores como Canad y EE. UU. es una preocupacin clave para Australia. Como un En consecuencia, se necesita mucho cuidado para manejar y mantener esta alta cadena de suministro de productos bsicos de valor. Para agregar a esto, las relaciones de mercado en los japoneses contexto se basan en gran medida en la confianza, el honor y las relaciones a largo plazo entre actores de la cadena de suministro, lo que hace que establecer y mantener mercados sea una tarea delicada y Tarea compleja UNA VISIN GENERAL DE LA INDUSTRIA DE GRANOS DE EXPORTACIN DE AUSTRALIA OCCIDENTAL Desde 1933 hasta el comienzo del nuevo milenio, el grano de Australia Occidental industria de exportacin, que representa el 95% de la cosecha anual del estado, fue altamente regulado con cada Sector de la cadena de suministro operando como un gobierno estatutario autoridad. Los puertos, ferrocarriles, servicios de cuarentena, comerciantes de granos y manipuladores de granos. todos operaban como monopolios legales con estatutos especficos para servir a los dems necesidades. La informacin se intercambi libremente entre las firmas y todas colaboraron con una misin unificada: optimizar los rendimientos del mercado para los productores de cereales mediante la venta y transportar granos de exportacin con la mxima eficiencia. La mayora de las veces, la exportacin de granel grano de los puertos de Australia Occidental en Geraldton, Fremantle, Albany y Esperance fue muy exitoso. A da de hoy, los sistemas de logstica y control de calidad para mudanzas granos desde los depsitos regionales de granos a los puertos, a los barcos y luego al puerto de destino son altamente eficientes pero, en dos ocasiones en marzo de 2002, este sistema de clase mundial fall y le cost a la industria aproximadamente 5 millones de dlares australianos, con daos incalculables para el relaciones de colaboracin en la cadena internacional de suministro de trigo. Figura 1 Actividad comercia.

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murtuzadahadwala3

Constructing Entity Relationship Diagram University workshop case study The management department at Scholars University holds workshops annually in collaboration with two other universities. The department wishes to create a database with the following entities and attributes: Faculty delivering the workshop: FacultyID, Name, Email, Address (street, city, state, zip code) and Contact Number Workshop: WorkshopID, Year, Theme, Venue Venue: LocationID, University Name, Address (street, city, state, zip code), Contact Number Participants: ParticipantID, Name, Designation, Affiliating Institute, Charges The participating universities have come up with the following rules: Venue rotates among the three universities, repeating every three years. A total of 50 participants are allowed in each workshop annually on a first-come-first-serve basis. Charges vary with the designation of the participant. Accommodation is not provided by any host and other expenses are not entertained either..

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Constructing Entity Relationship Diagram University workshop case st.pdf

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murtuzadahadwala3

Consider the international strategy of a current entrepreneurial venture. (1) What are several motivations/reasons for the company's decision to engage in internationalization? (2) Which corporate-level international strategy is the company pursuing? (3) Which entry mode(s) has (have) the company used to expand its international operations? (4) Has the company encountered any risks or internal issues associated with using an international strategy ? If so, which risk(s) or issue(s)?.

Consider the international strategy of a current entrepreneurial ve.pdf

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murtuzadahadwala3

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murtuzadahadwala3

Computer Programming Task: - Assembly Language - STM32F3 DISCOVERY Board MCU - STM32CubeIDE Task: Use the discovery board user input button to step through the characters in an ASCII string and show the LED patterns one at a time. General Assumptions/hints: - User Button located in GPIO port A (base address: 0x48000000) - LEDs located in GPIO port E (base address: 0x48001000) - LED circle located in GPIO port E, bits 8-15 - Use STM32F3-Reference-Manual-Large.pdf for register addresses/offsets STM32F3DISCOVERY Board MCU: STM32CubeIDE: P. Project Explorer x Thern arn no projects in ynur workspaca. To add a project: Create a mew Makefile project in a directory centaining revisting cade Create a new C or Ct+ prodect Crate a Naw STM37 prolact Craata a Naw StM37 Proinct fram an Fristing Create a project... timpert projects... D itams selected.

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murtuzadahadwala3

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