Review and answer the following questions in your response: 1. For this Linux system, what do you recommend fixing right away? Are there dangers if the vulnerabilities and associated threats are not fixed? 2. How do you fix the problem(s) identified? Can you defer mitigation for another time? How can the problem(s) be fixed if the system cannot be taken offline? Judy is considering asking the pen tester to rescan the company systems using the commercial tool, Nessus. The organization has an evaluation version that can be used for 30 days. After that, the company will need to purchase the tool. The cost is significant. 3. Since some machines were already scanned with OpenVAS, should you also consider scanning the same systems with Nessus? Why or why not? 4. Conduct open-source research using the internet. Roughly, what is the cost to license Nessus for one year?
The of this assignment is to (primarily) , your developing and as a professional nurse, . To do this you will write a personal story that is focused on your development and exemplifies your of becoming a baccalaureate-prepared nurse. Use this assignment as a time for as a practitioner in nursing and based on your socialization and professional development in nursing. for the assignment: I. Journey through your development of nursing ideals, and discuss prior notions and beliefs about nursing. II. Looking through a as a baccalaureate prepared nurse, write a personal statement that describes your philosophy and vision for nursing. This is an opportunity to craft a clear picture of your thinking with regard to your newly earned designation as a BS prepared RN: This assignment is approximately 3-4 pages in length. Title page, 2-level headings, citations in text, and reference list must be in APA format.
PICOT is utilized by the health care community to identify and study a nursing or medical practice problem. Consequently, PICOT examples that may provide insight into the use of the PICOT process, may not be relevant to nursing practice as they are based on a medical practice problem. 1. Describe the difference between a nursing practice problem and a medical practice problem. Provide one example of each. Discuss why is it important to ensure your PICOT is based on a practice problem. 2. Nursing research is used to study a dilemma or a problem in nursing. Examine a problem you have seen in nursing. Provide an overview of the problem and discuss why the problem should be studied. Provide rationale and support for your answer.
You are the HR manager of a relatively new retail company that has both retail stores and Internet sales. Your company is steadily growing in revenue and profitability. The company realizes that in order to retain the solid, highly productive workforce it currently has in place, it is important to enhance the base compensation and benefits package offered to the employees. The company currently offers a basic compensation program and only federally mandated benefits. Employee surveys suggest the compensation and benefits program may be out of date. Employees are beginning to consider leaving the organization. Write a six to eight (6-8) page paper in which you: Purchase the answer to view it Purchase the answer to view it
Your team is consulting with a local manufacturing company that has 1,200 employees and is the third largest employer in the area. When averaging all of the manufacturing employees’ salary divided by the market midpoint, the organization has a 0.90 compa ratio, meaning that on average employees earn 90% of the market rate. Using the current sales and profit trend, the company has the ability to increase compensation spending by 4% annually for the next three years. Your firm has been asked to propose three approaches for management to consider: a 10- to 15-slide Microsoft® PowerPoint®, Prezi, or Microsoft® Sway® presentation in which you: graphics and speaker notes on each slide that script what would be said if this information were to be presented in person. citations according to APA guidelines. the team assignment. Grades are awarded based upon individual contributions to the Learning Team assignment. Each Learning Team member receives a grade based upon his/her contributions to the team assignment. Not all students may receive the same grade for the team assignment.
Assignment Instructions Prepare a full sentence outline for research paper about customer service. The outline should include a cover page and list of references. The outline should be a minimum of two double-spaced pages (not counting cover and references). The purpose of the outline is to you establish the organization of your final paper. Follow this structure: I. Introduction A. Thesis: Include your thesis statement here. II. Body – Paragraph 1: Topic A. Supporting Evidence 1. Explanation 2. Why is this important? III. Body – Paragraph 2: Topic IV. Repeat to include a minimum of 3 supporting topics (support your thesis statement). V. Conclusion Continue this format to cover all paragraphs in the body of your paper. You must have at least three topics in the body. Do not forget to include the conclusion. End with a list of References. see the attached document for a sample full sentence outline. Scroll down in the document to the “full sentence outline” example. View the attached rubric for more details on how this assignment will be graded.
All answers should be a minimum off 200 words. No plagarizing and No wikipedia!!! APA writing is not required, but the source of the answer is. 1. Explain why healthcare organizations need to develop a realistic cash budget upon completion of their operating and capital budget processes. 2. Explain the need for and the process for flexible budgeting in healthcare organizations today 3.Discuss the ways in which a physician office practice can optimize its financial condition and benefit its hospital partner. 4.Healthcare administrators need a solid understanding of physicians and their medical staff activities. Explain the typical catergories of medical staff in a community hospital setting. 5. While the operating budget process is underway in June, the capital budget process must also begin. Describe what should be happening in the capital budget process during June of each year. 6. Explain the difference between top-down and bottom-up budgeting, and give the pros, and cons of each. Based upon your learning here, which approach do you personally favor, and why? 7. Discuss the fringe benefit level change as a key component of the operating budget for any healthcare organization. Why is it so important? 8. Why is it so important to present a board-level human resources report in June while the operating budget process is beginning? 9. Explain how you would present a salary reconiliation as part of the budget approval process for your own healthcare organization. 10. Explain how to calculate the allowance for doubtful accounts and the bad-debt expense in a hospital. 11. Medicare payments to providers are heavliy based on DRGs and APCs today. Explain how DRGs and APCs work, and discuss how they impact hospitals in paticular. 12. A key aspect of the Patient Protection and Affordable Care Act is rewarding hospitals for strong performance and penalizing them for quality issues, such as high infection rates and high readmission rates to the facility. Explain the details of how PPACA rewards and punishes hospitals for their performance.
This case has two separate parts. a. Consider the project with the following expected cash flows: b. Consider a project with the expected cash flows: c. Read the background materials. Then write a one-to-two page paper answering the following question: Read the article below available in ProQuest: . . Worcester, Mass.: Aug 26, 2003. pg. E.1 (Article Summary) “AMSC’s management and board of directors believe the decision to forgo a secured debt financing and to adopt an equity financing strategy under current market conditions is in the best interests of our shareholders,” said Gregory J. Yurek, chief executive officer of AMSC. The 265-employee company has operations in Westboro and Devens and in Wisconsin. Finally, the Northeast blackout “shined a lot of light on the problems we have been talking about as a company for three to four years,” Mr. Yurek said. AMSC products, such as a system installed this year in the aging Connecticut grid and high temperature superconductor power cables and other devices bought by China for its grid, are designed to improve the cost, efficiency and reliability of systems that generate, deliver and use electric power. “We are a company with products out there solving problems today,” he said. After reading the background materials and doing your research, apply what you learned from the background materials and write a two to three page paper answering the following questions: Explain your answers thoroughly. Be sure to support your opinions on these assignment questions with references to the background materials or to other articles in your paper
Respond to at least two of your peers’ posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. Information will assist with responding to discussion post’s #1 and #2: (PLEASE SEE WORD DOCUMENT FOR POSTS ONE THROUGH FOUR NEEDING A RESPONSE. THE BELOW INFORMATION IS BACKGROUND ON HOW TO HELP WITH RESPONDING TO THE POSTS) Coed Theatres (Coed), a Cleveland area movie theater booking agent, began seeking customers in southern Ohio. Shortly thereafter, Superior Theatre Services (Superior), a Cincinnati booking agent, began to solicit business in the Cleveland area. Later, however, Coed and Superior allegedly entered into an agreement not to solicit each other’s customers. The Justice Department prosecuted them for agreeing to restrain trade in violation of § 1 of the Sherman Act. Under a government grant of immunity, Superior’s vice president testified that Coed’s vice president had approached him at a trade convention and threatened to start taking Superior’s accounts if Superior did not stop calling on Coed’s accounts. He also testified that at a luncheon meeting he attended with officials from both firms, the presidents of both firms said that it would be in the interests of both firms to stop calling on each other’s accounts. Several Coed customers testified that Superior had refused to accept their business because of the agreement with Coed. The trial court found both firms guilty of a per se violation of the Sherman Act, rejecting their argument that the rule of reason should have been applied and refusing to allow them to introduce evidence that the agreement did not have a significant anticompetitive effect. Information will assist with responding to discussion post’s #3 and #4 in the attachment below: Between 1966 and 1975, the Orkin Exterminating Company, the world’s largest termite and pest control firm, offered its customers a “lifetime” guarantee that could be renewed each year by paying a definite amount specified in its contracts with the customers. The contracts gave no indication that the fees could be raised for any reasons other than certain narrowly specified ones. Beginning in 1980, Orkin unilaterally breached these contracts by imposing higher-than-agreed-upon annual renewal fees. Roughly 200,000 contracts were breached in this way. Orkin realized $7 million in additional revenues from customers who renewed at the higher fees. The additional fees did not purchase a higher level of service than that originally provided for in the contracts. Although some of Orkin’s competitors may have been willing to assume Orkin’s pre-1975 contracts at the fees stated therein, they would not have offered a fixed, locked-in “lifetime” renewal fee such as the one Orkin originally provided.
Danforth &Donnalley Laundry Products Company case study At 3:00 p.m. on April 14, 2010, James Danforth, president of Danforth & Donnalley (D&D) Laundry Products Company, called to order a meeting of the financial directors. The purpose of the meeting was to make a capital-budgeting decision with respect to the introduction and production of a new product, a liquid detergent called Blast. D&D was formed in 1993 with the merger of Danforth Chemical Company (producer of Lift-Off detergent, the leading laundry detergent on the West Coast) and Donnalley Home Products Company (maker of Wave detergent, a major Midwestern laundry product). As a result of the merger, D&D was producing and marketing two major product lines. Although these products were in direct competition, they were not without product differentiation: Lift-Off was a low-suds, concentrated powder, and Wave was a more traditional powder detergent. Each line brought with it considerable brand loyalty; and, by 2010, sales from the two detergent lines had increased ten-fold from 1993levels, with both products now being sold nationally. In the face of increased competition and technological innovation, D&D spent large amounts of time and money over the past 4 years researching and developing a new, highly concentrated liquid laundry detergent. D&D’s new detergent, which they call Blast, had many obvious advantages over the conventional powdered products. The company felt that Blast offered the consumer benefits in three major areas. Blast was so highly concentrated that only 2 ounces were needed to do an average load of laundry, as compared with 8 to 12 ounces of powdered detergent. Moreover, being a liquid, it was possible to pour Blast directly on stains and hard-to-wash spots, eliminating the need for a pre-soak and giving it cleaning abilities that powders could not possiblymatch. And, finally, it would be packaged in a lightweight, unbreakable plastic bottle with a sure-grip handle, making it much easier to use and more convenient to store than the bulky boxes of powdered detergents with which it would compete. The meeting participants included James Danforth, president of D&D; Jim Donnalley, director of the board; Guy Rainey,vice-president in charge of new products; Urban McDonald ,controller; and Steve Gasper, a newcomer to the D&D financial staff who was invited by McDonald to sit in on the meeting. Danforth called the meeting to order, gave a brief statement of its purpose,and immediately gave the floor to Guy Rainey. Rainey opened with a presentation of the cost and cash flow analysis for the new product. To keep things clear, he passed out copies of the projected cash flows to those present (see Exhibits 1and 2). In support of this information, he provided some insights : D&D Laundry Products Company Forecast of Annual Cash Flows from the Blast Product (Including cash flows resulting from sales diverted from the existing product lines.) Pg 2 of 3 D&D Laundry Products Company Forecast of Annual Cash Flows from the Blast Product (Excluding cash flows resulting from sales diverted from the existing product lines.) 8 315,000 as to how these calculations were determined. Rainey proposed that the initial cost for Blast include $500,000 for the test marketing, which was conducted in the Detroit area and completed in June of the previous year, and $2 million for new specialized equipment and packaging facilities. The estimated life for the facilities was 15 years, after which they would have no salvage value. This 15-year estimated life assumption coincides with company policy set by Donnalley not to consider cash flows occurring more than 15 years into the future, as estimates that far ahead “tend to become little more than blind guesses.” Rainey cautioned against taking the annual cash flows (as shown in Exhibit 1) at face value because portions of these cash flows actually would be a result of sales that had been diverted from Lift-Off and Wave. For this reason, Rainey also produced the estimated annual cash flows that had been adjusted to include only those cash flows incremental to the company as a whole (as shown in Exhibit 2). At this point, discussion opened between Donnalley and McDonald, and it was concluded that the opportunity cost on funds was 10%. Gasper then questioned the fact that no costs were included in the proposed cash budget for plant facilities that would be needed to produce the new product. Rainey replied that, at the present time, Lift-Off’s production facilities were being used at only 55% of capacity, and because these facilities were suitable for use in the production of Blast, no new plant facilities would need to be acquired for the production of the new product line. It was estimated that full production of Blast would only require 10% of the plant capacity. McDonald then asked if there had been any consideration of increased working capital needs to operate the investment project. Rainey answered that there had, and that this project would require $200,000 of additional working capital; however, as this money would never leave the firm and would always be in liquid form, it was not considered an outflow and hence not included in the calculations. Donnalley argued that this project should be charged something for its use of current excess plant facilities. His reasoning was that if another firm had space like this and was willing to rent it out, it could charge somewhere in the neighborhood of $2 million. However, he went on to acknowledge that D&D had a strict policy that prohibits renting or leasing any of its production facilities to any party from outside the firm. If they didn’t charge for facilities, he concluded, the firm might end up accepting projects that under normal circumstances would be rejected. From here the discussion continued, centering on the question of what to do about the lost contribution from other projects, the test marketing costs, and the working capital. Pg 3 of 3 If you were put in the place of Steve Gasper, would you argue for the cost from market testing to be included in a cash outflow? 2. What would your opinion be as to how to deal with the question of working capital? 3. Would you suggest that the product be charged for the use of excess production facilities and building space? 4. Would you suggest that the cash flows resulting from erosion of sales from current laundry detergent products be included as a cash inflow? If there was a chance of competitors introducing a similar product if you did not introduce Blast, would this affect your answer? 5. If debt were used to finance this project, should the interest payments associated with this new debt be considered cash flows? 6. What are the NPV, IRR, and PI of this project, both includingcash flows resulting from sales diverted from the existing product lines (Exhibit 1) and excluding cash flows resulting from sales diverted from the existing product lines (Exhibit 2)? Under the assumption that there is a good chance that competition will introduce a similar product if you don’t, would you accept or reject this project? Danforth &Donnalley Laundry Products Company Danforth &Donnalley Laundry Products Company case study