Cobb Douglas Production Function Questions Economics Assignment Help

• (1)
• onsider the following scenarios:

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• a warehouse with both mobile and fixed machinery
• hotels
• high-rise office buildings
• townhouses
• a restored academic building with thick, hard walls
• propose at least two other circumstances with different layouts and requirements.

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Choose an application and evaluate its needs for these requirements.

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Analyse the trade-offs between wired and wireless networks for each of these scenarios. Identify factors that would affect the decision to use either wired or wireless networks. Discuss how these considerations would apply in each scenario. Suggest ways to deploy the initial infrastructure to minimize the need for later modifications when the environment changes. In your comparisons, address the different places where design and operational complexity enters. For example, a WLAN with more than one RF source nearby must have a spectrum survey and a channel plan for itself and the endogenous sources. Those sources can be not only other access points, but also things like microwave ovens, cordless phones, and industrial machinery. Also, consider the ramifications of needing access points that can provide separate VLANs for SSIDs if you do not have the ability to deploy (or it makes no sense to deploy) dedicated access points for each disparate group of users.

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(2)

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Your company is expanding by merging with several companies that have offices in other locations and by adding a remote sales workforce that operates from home office locations. You need to configure a network that will allow everyone to work together and access information. One of the company’s already has Frame Relay in place between their three offices and suggests this might serve the new, broader company well.

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What technologies might be utilized to meet this distributed network need?

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How do these technologies compare?

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Which set-up do you recommend for the network?

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If you did not choose to continue with the Frame Relay, describe how you would justify the change to the company that has already committed to the Frame Relay. You will need to show them that the new set-up will meet all their needs and provide additional benefits.

Module 4 – SLP

INTELLIGENCE ISSUES IN BORDER SECURITY, HUMAN TRAFFICKING, AND NARCOTICS TRAFFICKING

NOTE: Session Long Projects 1 through 4 are concerned with the scenario outlined in Module 1 SLP. Please review that basic information before proceeding. Each module’s Session Long Project builds upon the other.

For the SLPs in this course, your assignments will be based on a scenario in which you have been assigned as a Terrorism Liaison Officer (TLO) at a local police or fire department. You may pick which city will apply in your SLPs. As the TLO, you will have a lot of duties, in addition to your regular duties. Among the additional duties:

The department you need to adjust to in this SLP1 is in The BORDENTOWN CITY POLICE DEPARTMENT.

https://cityofbordentown.com/police/

1.The TLO primary function is to help line staff identify terrorism related situations and share intelligence related to terrorist activity.

2.TLOs serve as the point-of-contact within their agencies for questions and information regarding terrorism, and terrorism-related tips and leads.

3.In most cases the TLO position is a collateral duty. TLOs shall not independently investigate tips or leads unless directed to do so by the proper authorities i.e. Federal Bureau of Investigation (FBI), Joint Terrorism Task Force (JTTF), Fusion Center, etc., and stay within the responsibilities of their assigned duties.

4.A TLO is to have a working relationship with the local Regional Terrorism Threat Assessment Center (RTTAC), designated Intelligence Center and JTTF, to help facilitate the movement of terror related information to and from field personnel.

5.A TLO shall disseminate terrorism-related information and intelligence to personnel within their agencies’ in an efficient and lawful manner. TLOs are responsible for verifying that all personnel with whom they share terrorism-related information have a valid need- and right-to-know the information.

6.TLO s are responsible for educating personnel within their agencies’ regarding the procedure(s) for submitting tips and leads to the proper investigative authorities. For purposes of efficiency, it is not ideal for TLOs to function as the collection point for tips and leads.

7.TLOs are encouraged to pursue advanced level Homeland Security training courses as recommended and provided by their respective RTTAC.

8.The TLO should be flexible to fulfill other expectations and/or functions that may be determined by each individual RTTAC.

Module 4 Scenario

As a TLO, you’ve been asked by the local JTTF Commander to provide a local perspective on current issues facing the IC. Some of the issues include border security, human trafficking, and narcotics trafficking, but there are others. You can participate on the task force of your choosing.

Select an issue facing the IC, and explain why you want to participate on this TF. Why is this the most pressing or interesting issue?

For this issue, outline a strategy to effectively collect, evaluate, and disseminate intelligence information within the IC and with local LE. Include which INTs are most relevant, where there are gaps in collection and analysis, and approaches that might soon be available to fill the gaps. What will your role be as a TLO?

Explain 3 ethical issues that would need to be addressed in collecting and disseminating intelligence for this problem.

Explain whether there is a realistic counterintelligence threat to this effort, and where it might be targeted and who would be likely to benefit.

Provide quotation(s) to support your response.

You may prepare either a 4-6 page memo, or a 10-15 slide PowerPoint presentation with notes.

SLP Assignment Expectations

Assignments should be 4-6 pages double-spaced, not counting the cover or reference page or a 10-15 slide PowerPoint presentation (not including cover, intro, questions, references slides) with notes.

Paper format: (a) Cover page, (b) Header, (c) Body. Submit your assignment by the last day of this module.

Slide format: Cover slide, Introduction, Body slides, Conclusion and “Questions” slide, References slide. All slides (except cover, intro, questions, references, should have supporting notes)

Relevance—All content is connected to the question.

Precision—Specific question is addressed. Statements, facts, and statistics are specific and accurate.

Depth of discussion—Present and integrate points that lead to deeper issues.

Breadth—Multiple perspectives and references, multiple issues/factors considered.

Evidence—Points are well-supported with facts, statistics and references.

Logic—Presented discussion makes sense; conclusions are logically supported by premises, statements, or factual information.

Clarity—Writing is concise, understandable, and contains sufficient detail or examples.

Objectivity—Avoids use of first person and subjective bias.

References—Sources are listed at the end of the paper (APA style preferred).

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Module 4 – Background

INTELLIGENCE ISSUES IN BORDER SECURITY, HUMAN TRAFFICKING, AND NARCOTICS TRAFFICKING

Andreas, P. (2003). Redrawing the line: Borders and security in the twenty-first century. International security, 28(2), 78-111. Available via the Trident Online Library.

Finklea, K.M. (2013). Southwest border violence: Issues in identifying and measuring spillover violence. Congressional Research Service. Retrieved from http://www.fas.org/sgp/crs/homesec/R41075.pdf [Read pages 1-12].

Memorandum of understanding between the United States’ Human Smuggling and Trafficking Center and The Royal Canadian Mounted Police on the dissemination and exchange of information (2012). DHS. Retrieved from http://www.dhs.gov/xlibrary/assets/opa/mou-hstc-rc…

Van Cleave, M.K. (2007). Counterintelligence and national strategy. Washington, D.C.: National Defense University. Retrieved from https://www.cia.gov/library/center-for-the-study-o…

Assignment Description

To build teams and manage development in an organization, leaders must focus on employee job satisfaction and performance. Understanding the aspects of the organization that bring job satisfaction to employees helps achieve company goals while maintaining employee morale. Leaders must be knowledgeable about supporting the possibility of a work–life balance for their employees.

After reading the article titled Korean Air Enhancing Employee Satisfaction, complete the following questions:

• Explain how an organization can help develop and build teams to make them productive as a unit?
• Using the Korean Air Enhancing Employee Satisfaction article, what are ways that leaders can increase levels of job satisfaction among employees within an organization?

Access the article by clicking here.

Access the assignment template by clicking here.

You are the administrator of the medical – surgical department at UMGC Health. Review the transcripts from the budget meeting and recent voicemails from your CFO and, using the available information and resources, develop an operating budget for your department.

Your budget should include a 2-4 page document with an accompanying Excel spreadsheet that:

Provides the revenue and expenses through the current month of the current year.

Estimates the revenue and expenses for the rest of the current fiscal year based on the assumptions provided in the transcript documents

Transcripts:

Transcript of the VOICEMAIL FROM George Costanza (CFO):

Hi, it’s George. I hear you’re working on a budget for the Med-Surg department for FY 2019. I’d like you to come to the budget meeting this afternoon, because I’m going to be sharing some numbers that are likely to have an impact on your budget. I’ve sent you the year-to-date statements through December, the overall budget for the year, and the year-to-date budget variance for your department. Take a look at them, and bring them with you to the meeting. See you later!

Transcript from BUDGET MEETING:

George C., CFO
Hi, everyone. Thanks for coming. We’ve got some important numbers to go through and a big challenge to respond to, so I think we better get started.
Jerry, Vice President of Operations
That sounds ominous.
Newman, Vice President of Medical Support
Well, can we at least get an idea of how we’re doing year-to-date before you go to the 40,000-foot level?
George
I think you might need to hear this first. Here’s the situation: The hospital has to cut operating expenses by 5 percent for next fiscal year.
Kramer, Director of Clinical Operations
I’m sorry, did you say 5 percent? Operating expenses?
George
That’s right.
Jerry
That’s a big ask. We’re already operating awfully lean.
George
Agreed. But it’s the situation we’re in. I’ll get to the reasons, but based on what I’m going to go over, I just want everyone to keep in mind that we can’t make assumptions we were making before. So let me give you an overview of the budget and the year-to-date numbers, and I think you’ll see why we’re going to have to make those cuts.
Now, last year, for the entire hospital, we assumed that we would see $1.2 billion in total patient revenue. But as you can see, for half the year, we’ve only hit just over $607 million. By this point in the year, we should be over $612 million. So already in terms of total patient revenue, we’ve got a deficit of nearly $5 million that we didn’t expect. The problem is made worse when we see that other operating revenue is also under budget by $1.5 million.
I believe that recent efforts in the billing department coupled with some of the solid work by the c-suite team on physician engagement and external marketing are going to have an impact on the revenue side of things. We’re also currently negotiating with a couple of our primary commercial payers, but those negotiations remain uncertain. All things considered, I’m hoping for about a 5% bump on the revenue side for FY 19. Our operating expenses are fairly close to target so far this year, but given the situation with uncertain revenue, we will need to try to find some additional cost savings opportunities. I want to be reasonably conservative in case market conditions change or negotiations with our payers don’t go as expected.
Newman
Wow. Well, okay, so that’s the reality. What’s the timeline? How long do we have to make these cuts?
George
Well, implementation is obviously by June 30 since the next fiscal year starts July 1. The board will approve the new budget probably by mid-June, but all the negotiation at the unit and department level will be going on this month. Our first official budget committee meeting is in early May. So I’d suggest getting your ducks in a row within the next week or so.

Prepares a budget for the next fiscal year.

See attachment for the Budget spreadsheet