Indicate whether the following statements refer to1) cilia ; 2) m.pdf
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Indicate whether the following statements refer to: 1) cilia ; 2) mitotic Spindle ; 3) both ; 4) neither microtubule A. The basal body is the organizing center. B. It is arranged in a "9 + 2" array. C. It is involved in moving fluid over the surface of cells. D. It is nucleated at the centrosome. E. It uses dynein motors. F. It is involved in sperm motility..
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Introduction Now that the Card and Deck classes are completed, th.pdf
Introduction:
Now that the Card and Deck classes are completed, the next class to design is ElevensBoard.
This class will contain the state (instance variables) and behavior (methods) necessary to play
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Here's the code:
import java.util.List;
import java.util.ArrayList;
/**
* The ElevensBoard class represents the board in a game of Elevens.
*/
public class ElevensBoard {
/**
* The size (number of cards) on the board.
*/
private static final int BOARD_SIZE = 9;
/**
* The ranks of the cards for this game to be sent to the deck.
*/
private static final String[] RANKS =
{"ace", "2", "3", "4", "5", "6", "7", "8", "9", "10", "jack", "queen", "king"};
/**
* The suits of the cards for this game to be sent to the deck.
*/
private static final String[] SUITS =
{"spades", "hearts", "diamonds", "clubs"};
/**
* The values of the cards for this game to be sent to the deck.
*/
private static final int[] POINT_VALUES =
{1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 0, 0, 0};
/**
* The cards on this board.
*/
private Card[] cards;
/**
* The deck of cards being used to play the current game.
*/
private Deck deck;
/**
* Flag used to control debugging print statements.
*/
private static final boolean I_AM_DEBUGGING = false;
/**
* Creates a new ElevensBoard instance.
*/
public ElevensBoard() {
cards = new Card[BOARD_SIZE];
deck = new Deck(RANKS, SUITS, POINT_VALUES);
if (I_AM_DEBUGGING) {
System.out.println(deck);
System.out.println("----------");
}
dealMyCards();
}
/**
* Start a new game by shuffling the deck and
* dealing some cards to this board.
*/
public void newGame() {
deck.shuffle();
dealMyCards();
}
/**
* Accesses the size of the board.
* Note that this is not the number of cards it contains,
* which will be smaller near the end of a winning game.
* @return the size of the board
*/
public int size() {
return cards.length;
}
/**
* Determines if the board is empty (has no cards).
* @return true if this board is empty; false otherwise.
*/
public boolean isEmpty() {
for (int k = 0; k < cards.length; k++) {
if (cards[k] != null) {
return false;
}
}
return true;
}
/**
* Deal a card to the kth position in this board.
* If the deck is empty, the kth card is set to null.
* @param k the index of the card to be dealt.
*/
public void deal(int k) {
cards[k] = deck.deal();
}
/**
* Accesses the deck's size.
* @return the number of undealt cards left in the deck.
*/
public int deckSize() {
return deck.size();
}
/**
* Accesses a card on the board.
* @return the card at position k on the board.
* @param k is the board position of the card to return.
*/
public Card cardAt(int k) {
return cards[k];
}
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* Replaces selected cards on the board by dealing new cards.
* @param selectedCards is a list of the indices of the
* cards to be replaced.
*/
public void replaceSelectedCards(List selectedCards) {
for (Integer k : selectedCards) {
deal(k.intValue());
}
}
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*
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Here's the code:
import java.util.List;
import java.util.ArrayList;
/**
* The ElevensBoard class represents the board in a game of Elevens.
*/
public class ElevensBoard {
/**
* The size (number of cards) on the board.
*/
private static final int BOARD_SIZE = 9;
/**
* The ranks of the cards for this game to be sent to the deck.
*/
private static final String[] RANKS =
{"ace", "2", "3", "4", "5", "6", "7", "8", "9", "10", "jack", "queen", "king"};
/**
* The suits of the cards for this game to be sent to the deck.
*/
private static final String[] SUITS =
{"spades", "hearts", "diamonds", "clubs"};
/**
* The values of the cards for this game to be sent to the deck.
*/
private static final int[] POINT_VALUES =
{1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 0, 0, 0};
/**
* The cards on this board.
*/
private Card[] cards;
/**
* The deck of cards being used to play the current game.
*/
private Deck deck;
/**
* Flag used to control debugging print statements.
*/
private static final boolean I_AM_DEBUGGING = false;
/**
* Creates a new ElevensBoard instance.
*/
public ElevensBoard() {
cards = new Card[BOARD_SIZE];
deck = new Deck(RANKS, SUITS, POINT_VALUES);
if (I_AM_DEBUGGING) {
System.out.println(deck);
System.out.println("----------");
}
dealMyCards();
}
/**
* Start a new game by shuffling the deck and
* dealing some cards to this board.
*/
public void newGame() {
deck.shuffle();
dealMyCards();
}
/**
* Accesses the size of the board.
* Note that this is not the number of cards it contains,
* which will be smaller near the end of a winning game.
* @return the size of the board
*/
public int size() {
return cards.length;
}
/**
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* @return true if this board is empty; false otherwise.
*/
public boolean isEmpty() {
for (int k = 0; k < cards.length; k++) {
if (cards[k] != null) {
return false;
}
}
return true;
}
/**
* Deal a card to the kth position in this board.
* If the deck is empty, the kth card is set to null.
* @param k the index of the card to be dealt.
*/
public void deal(int k) {
cards[k] = deck.deal();
}
/**
* Accesses the deck's size.
* @return the number of undealt cards left in the deck.
*/
public int deckSize() {
return deck.size();
}
/**
* Accesses a card on the board.
* @return the card at position k on the board.
* @param k is the board position of the card to return.
*/
public Card cardAt(int k) {
return cards[k];
}
/**
* Replaces selected cards on the board by dealing new cards.
* @param selectedCards is a list of the indices of the
* cards to be replaced.
*/
public void replaceSelectedCards(List selectedCards) {
for (Integer k : selectedCards) {
deal(k.intValue());
}
}
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*
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In your video include:
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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
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Introduction William Clay Ford, Jr., was staring out the window of.pdf
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 $1.44 billion loss in the first half
of 2006.7 These losses motivated Ford Motor Company
to search for a new CEO from outside the industry, Alan
Mulally, formerly of Boeing Corporation. Mulally stood
out as a qualified successor because he demonstrated the
leadership skills Ford.
Intro to ProgrammingExercise 1University_Athletics.pyMake a cl.pdf
Intro to Programming:
Exercise 1:University_Athletics.py
Make a class called UniversityAthletics.
The __init__() method for UniversityAthletics should store two attributes:
a university_name
a sport.
Make a method called describe_athletics() that prints these two pieces of information.
Make a method called in_season() that prints a message indicating that the sport is in season.
Make an instance called athletics from your class. Print the two attributes individually, and then
call both methods..
International MARCOM fails and WhyConsider the International Mark.pdf
International MARCOM fails and Why?
Consider the International Marketing Communication process and how an organization with
little MARCOM experience in a foreign country might mitigate potential communication errors?
Consider the elements of a Canadian communications message for a Canadian product - music,
imagery, talent, words, and format. What encoding might take place to deliver that message in
Brazil (a high-context culture).
International Fisher Effect suggests thatGroup of answer choices.pdf
International Fisher Effect suggests that:
Group of answer choices
None of the listed options
Currency exchange rate between two countries represents the difference in the price of identical
goods
Currency exchange rate between two countries represents the difference in interest rates as well
as the difference in expected rate of inflation
Currency exchange rate between two countries represents the difference between the demand and
supply of the respective currencies.
Interiores de galaxiasEstado de Resultados 2011 ($ en Millones) .pdf
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!.
Internal Service Funds - Journal EntriesRequired Book journal en.pdf
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:.
Integrated Health was a large private, nonprofit health care system .pdf
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.
Intellectual Property Rights allow creators or owners of patents, tr.pdf
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 Fight over Virtual Reality HeadsetThe Ocul.pdf
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.
Incidente del caso 2 El compa�ero de Barry se convierte en su jefe.pdf
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..
INRT Software Solutions es una empresa que construye sistemas de inf.pdf
INRT Software
Solution
s es una empresa que construye sistemas de informacin para bancos y otras instituciones
financieras. En sus presentaciones a posibles clientes, la firma afirma tener empleados
calificados. Qu significa INRT Software.
InnoTech Software Contrasting Styles InnoTech Software Solutions (I.pdf
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..
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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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
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E. Required only if a company plans to engage in interstate commerce.
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Investigate the five core missions of DHS and discuss how they promo.pdf
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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
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display the .htaccess file
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Introduction William Clay Ford, Jr., was staring out the window of.pdf
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 $1.44 billion loss in the first half
of 2006.7 These losses motivated Ford Motor Company
to search for a new CEO from outside the industry, Alan
Mulally, formerly of Boeing Corporation. Mulally stood
out as a qualified successor because he demonstrated the
leadership skills Ford.
Intro to ProgrammingExercise 1University_Athletics.pyMake a cl.pdf
Intro to Programming:
Exercise 1:University_Athletics.py
Make a class called UniversityAthletics.
The __init__() method for UniversityAthletics should store two attributes:
a university_name
a sport.
Make a method called describe_athletics() that prints these two pieces of information.
Make a method called in_season() that prints a message indicating that the sport is in season.
Make an instance called athletics from your class. Print the two attributes individually, and then
call both methods..
International MARCOM fails and WhyConsider the International Mark.pdf
International MARCOM fails and Why?
Consider the International Marketing Communication process and how an organization with
little MARCOM experience in a foreign country might mitigate potential communication errors?
Consider the elements of a Canadian communications message for a Canadian product - music,
imagery, talent, words, and format. What encoding might take place to deliver that message in
Brazil (a high-context culture).
International Fisher Effect suggests thatGroup of answer choices.pdf
International Fisher Effect suggests that:
Group of answer choices
None of the listed options
Currency exchange rate between two countries represents the difference in the price of identical
goods
Currency exchange rate between two countries represents the difference in interest rates as well
as the difference in expected rate of inflation
Currency exchange rate between two countries represents the difference between the demand and
supply of the respective currencies.
Interiores de galaxiasEstado de Resultados 2011 ($ en Millones) .pdf
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!.
Internal Service Funds - Journal EntriesRequired Book journal en.pdf
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:.
Integrated Health was a large private, nonprofit health care system .pdf
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.
Intellectual Property Rights allow creators or owners of patents, tr.pdf
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 Fight over Virtual Reality HeadsetThe Ocul.pdf
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.
Incidente del caso 2 El compa�ero de Barry se convierte en su jefe.pdf
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..
INRT Software Solutions es una empresa que construye sistemas de inf.pdf
INRT Software
Solution
s es una empresa que construye sistemas de informacin para bancos y otras instituciones
financieras. En sus presentaciones a posibles clientes, la firma afirma tener empleados
calificados. Qu significa INRT Software.
InnoTech Software Contrasting Styles InnoTech Software Solutions (I.pdf
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..
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