Question Solved1 Answer You are a newly hired air-traffic controller in the town of Newton. An aircraft pilot, under your observation, must reach the town of Euclid, 2000 km east of Newton, in exactly 4 hours. There is a wind coming from the south at a bearing of [N 28° E] at a speed of 47 km/h. Determine a plan that will direct the pilot in the correct direction and arrive on time.

8. Lost in the Equations 2. A rectangular container is initially one-third full of water, and an empty cylindrical bucket of mass m = 150 g is initially floating in it. Now, Franco turns the faucet on, which deposits water into the bucket with a constant mass rate o = 63.1g/s. As expected, the water level of the container rises. After some time, the top of the bucket eventually reaches the water level of the container and the water level of the container decreases sharply. The bucket then sinks to the floor of the container and is completely submerged. You are given that the water has density p= 1025 kg/m3. The cross-sectional areas of the rectangular container and the circular bucket are A = 100 cm² and a = 49.0 cm2 respectively. If the faucet doesn't stop flowing, find the rate by which the rectangular container's water level increases before the sharp decrease in water level.

Consumers and attorney generals in more than 40 states accused a prominent nationwide chain of auto repair shops of misleading customers and selling them unnecessary parts and services, from brake jobs to front-end alignments. Lynn Sharpe Paine reported the situation as follows in “Managing for Organizational Integrity,” Harvard Business Review, March-April, 1994: In the face of declining revenues, shrinking market share, and an increasingly competitive market . . . management attempted to spur performance of its auto centers. The automotive service advisers were given product-specific sales quotas—sell so many springs, shock absorbers, alignments, or brake jobs per shift—and paid a commission based on sales. . . . [Failure to meet quotas could lead to a transfer or a reduction in work hours. Some employees spoke of the “Pressure, pressure, pressure” to bring in sales. This pressure-cooker atmosphere created conditions under which employees felt that the only way to satisfy top management was by selling products and services to customers that they didn’t really need. Suppose all automotive repair businesses routinely followed the practice of attempting to sell customers unnecessary parts and services. Required: How would this behavior affect customers? How might customers attempt to protect themselves against this behavior? How would this behavior probably affect profits and employment in the automotive service industry?

(1 point) In free space, a point charge Q1 = 4e C is located at (0,0,0) and a point charge Q2 = -e C is located at (8,0,0). a) Find the potential at point P (3, -5, 1) due to these two point charges. V = 7.7E-10 V b) It is known that the equipotential surface having V = 0 V is a spherical surface. Find the location of the origin of the equipotential surface having V = 0V. 0=( 8.16 . 0 0 ) c) Find the radius R of the equipotential surface having V = 0 V. R=

Assignment Details answer must be at least 200 words respond to both questions Ethics in Business Consumers and attorney generals in more than 40 states accused a prominent nationwide chain of auto repair shops of misleading customers and selling them unnecessary parts and services, from brake jobs to front-end alignments. Lynn Sharpe Paine reported the situation as follows in “Managing for Organizational Integrity,” Harvard Business Review, Volume 72 Issue 3: In the face of declining revenues, shrinking market share, and an increasingly competitive market … management attempted to spur performance of its auto centers. … The automotive service advisers were given product-specific sales quotas—sell so many springs, shock absorbers, alignments, or brake jobs per shift—and paid a commission based on sales. … [F]ailure to meet quotas could lead to a transfer or a reduction in work hours. Some employees spoke of the “pressure, pressure, pressure” to bring in sales. This pressure-cooker atmosphere created conditions under which employees felt that the only way to satisfy top management was by selling products and services to customers that they didn't really need. Suppose all automotive repair businesses routinely followed the practice of attempting to sell customers unnecessary parts and services. How would this behavior affect customers? How might customers attempt to protect themselves against this behavior? How would this behavior probably affect company profits and employment, both short-term and long-term in the automotive service industry?

Consumers and attorney generals in more than 40 states accused a prominent nationwide chain of auto repair shops of misleading customers and selling them unnecessary parts and services, from brake jobs to front-end alignments. Lynn Sharpe Paine reported the situation as follows in “Managing for Organizational Integrity,” Harvard Business Review, Volume 72 Issue 3:In the face of declining revenues, shrinking market share, and an increasingly competitive market . . management attempted to spur performance of its auto centers. . . . The automotive service advisers were given product-specific sales quotas—sell so many springs, shock absorbers, alignments, or brake jobs per shift—and paid a commission based on sales. . . . Failure to meet quotas could lead to a transfer or a reduction in work hours. Some employees spoke of the “pressure, pressure, pressure” to bring in sales.This pressure-cooker atmosphere created conditions under which employees felt that the only way to satisfy top management was by selling products and services to customers that they didn’t really need.Suppose all automotive repair businesses routinely followed the practice of attempting to sell customers unnecessary parts and services.How would this behavior affect customers? How might customers attempt to protect them- selves against this behavior?How would this behavior probably affect profits and employment in the automotive service industry?How does this case compare or contrast to the recent ethics case involving “Wells Fargo Bank”. Whatt took place at Wells Fargo and how does it compare and differ from the scenario described above.

explain A and b (ii) step by step plz 13. (а) Factorise completely 9 mn2-3 mn. (b) Simplify 3 - 2t і (i) Зp 5р 7 14 5p