PROGRAM SPECIFICATIONS WORKSHEET DATE: ____________ PROGRAMMER: PROGRAM: __#3______ Program Purpose -Professional Athletes often hire other professionals to help take care of matters for them. We will group them in four_______ categories: Lawyers, Personal Assistants, Agents, and Trainers. They all get paid a percentage of the athlete's total yearly salary. Lawyers - 10%, Personal Assistants - 3%, Agents - 7%, and Trainers - 5% _____________________________________________________________________ Prompt the user to enter the athlete’s salary for the year (ensure that the entered value is positive). The user should then enter the name and category of each of the hired professionals. The athlete should be able to hire as many professionals in each category as he/she wants, even if it is more than he/she can afford. Based on the category, calculate the amount that each professional should be paid. After all data has been entered, print the names of each professional hired, how much each is being paid, the total amount the athlete paid, and how much the athlete has left. PAC: Given Data Required Results Required Processing Solution Alternatives STRUCTURE CHART: Input Fields: Input Field Description Variable Name Type Size Decimal Error Checks / Comments Output Fields: Output Field Description Variable Name Type Size Decimal Error Checks / Comments D. Other Fields: (counters, accumulators, constants, switches, headings, etc) Other Field Description Variable Name Type Size Decimal Error Checks / Comments Algorithm Flowchart THE WORK OF LEADERSHIP Understanding Your Boundaries, Authority, Responsibilities, and Tasks Leadership is hard to define and even harder to execute. Often, “leadership” means different things to different people in different situations. As a result, it is important that we have a helpful, transferable framework by which we can accomplish the work of leadership, regardless the circumstances. In attempting to create a workable framework for leadership, think of BART: Boundaries, Authority, Responsibilities, and Tasks. Boundaries: Creating and establishing boundaries for your work is an important first step for determining exactly what you are to accomplish. Defining your interests and your influence will help you, and your work group, know when to forge ahead, and when to seek input and/or permission. Key Questions: • What is the scope of the job? • What is the scope of influence for the job? • When do you have to ask for permission? • What can you accomplish without asking anyone? Authority: Authority is often defined as the right to do the work in service to the task. Understanding your individual authority and ...

1. PROGRAM SPECIFICATIONS WORKSHEET
DATE: ____________
PROGRAMMER:
PROGRAM: __#3______
Program Purpose -Professional Athletes often hire other
professionals to help take care of matters for them. We will
group them in four_______ categories: Lawyers, Personal
Assistants, Agents, and Trainers. They all get paid a percentage
of the athlete's total yearly salary. Lawyers - 10%, Personal
Assistants - 3%, Agents - 7%, and Trainers - 5%
_____________________________________________________
________________
Prompt the user to enter the athlete’s salary for the year (ensure
that the entered value is positive). The user should then enter
the name and category of each of the hired professionals.
The athlete should be able to hire as many professionals in each
category as he/she wants, even if it is more than he/she can
afford. Based on the category, calculate the amount that each
professional should be paid. After all data has been entered,
print the names of each professional hired, how much each is
being paid, the total amount the athlete paid, and how much the
athlete has left.
PAC:

2. Given Data
Required Results
Required Processing
Solution
Alternatives
STRUCTURE CHART:
Input Fields:
Input Field Description
Variable Name
Type
Size
Decimal
Error Checks / Comments

5. Output Fields:
Output Field Description
Variable Name
Type
Size
Decimal
Error Checks / Comments

8. D. Other Fields: (counters, accumulators, constants, switches,
headings, etc)
Other Field Description
Variable Name
Type
Size
Decimal
Error Checks / Comments

11. Algorithm
Flowchart
THE WORK OF LEADERSHIP
Understanding Your Boundaries, Authority, Responsibilities,
and Tasks
Leadership is hard to define and even harder to execute. Often,
“leadership”
means different things to different people in different

12. situations. As a result, it
is important that we have a helpful, transferable framework by
which we can
accomplish the work of leadership, regardless the
circumstances.
In attempting to create a workable framework for leadership,
think of BART:
Boundaries, Authority, Responsibilities, and Tasks.
Boundaries:
Creating and establishing boundaries for your work is an
important first step
for determining exactly what you are to accomplish. Defining
your interests
and your influence will help you, and your work group, know
when to forge
ahead, and when to seek input and/or permission.
Key Questions:
• What is the scope of the job?
• What is the scope of influence for the job?
• When do you have to ask for permission?

13. • What can you accomplish without asking anyone?
Authority:
Authority is often defined as the right to do the work in service
to the task.
Understanding your individual authority and the authority
within the group will
allow you to understand chain of command issues such as who
reports to
whom, what can you ask someone else to do, and what can
others ask from
you. Lacking clear authority, groups tend to move into
confusion and their
assigned tasks take extra effort to accomplish, if they are
accomplished at all.
Key Questions:
• Who reports to you?
• Who do you report to?
• What authority do you have over these people?
• Can you fire/hire independently?

14. Responsibilities:
Moving further into the work of leadership, understanding your
responsibilities, and those of your coworkers, will help you
define and execute
your Task. Clearly defining your own future efforts in service to
the task will
free you to devote your energies to action, instead of
continually guessing
where you fit. The more your responsibilities are delineated, the
easier it is for
other members to rely and delegate effectively, based on
expertise.
Key Questions:
• What is the content of the work to be done?
• At the end of each week/month/year, what should you be
focused on?
• What should you be accomplishing?

15. Tasks:
Finally, the issue of task is the concrete set of items for you to
accomplish,
the end toward which your efforts are directed. Often, people
seek to
understand and accomplish the task at hand, while skipping
through the
previous steps above. And while the task, or the work product,
may ultimately
be what you and your group is judged on, the process of
defining Boundaries,
Authority, and Responsibilities will free you to create and
collaborate in
accomplishing the Task.
Key Questions:
• What is the task to be accomplished?
• What are the steps you take to accomplish your
responsibilities?
• Can you list the actions steps for your job?
• Describe the processes you take to complete your

16. responsibilities.
Works cited:
Hayden, C. & Molenkamp, R. (2002). Tavistock Primer II.
Published from The A.K. Rice
Institute for the Study of Social Systems. Jupiter, FL.