Good Night Motel Case Sample Paper

McGregor should seriously consider the negative consequences that his business will face if he rejects Alward’s offer to fill the motel for two weekend nights in October at half the room rate. If McGregor declines, the motel will maintain its usual occupancy level of less than twenty-five percent during that weekend. However, with the church group at the motel, paying half the rate, it will seem like the motel is half-occupied. Additionally, refusing Alward’s offer will harm McGregor’s reputation in the community and result in lost future business from Alward’s group and other church groups, who would have paid the regular price. Consequently, Justin McGregor should accept Alward’s offer, but with two conditions: limited guest service to decrease costs and a stipulation that this is a unique, one-time agreement that will not be repeated for Alward or anyone else.

The quantitative factors dictate that McGregor should agree to Alward’s offer of accommodations for his church group, at half the room rate, for Friday and Saturday, October 26 and 27. Before 2008, the motel was rarely more than a quarter full from October 16 to May 14, while after 2008, the motel’s occupancy rates decreased by 7 to 15 percent throughout the year. So if McGregor declines Alward’s offer, the motel will be at its usual capacity of less than a quarter full during that weekend. However, with the church group there, paying half the rate, it will be as if the motel were half-full. Having half of the rooms occupied is better than having less than a quarter occupied, so logically, McGregor should accept Alward’s offer. The church group will bring in more guests at half the rate compared to regular guests paying the full price and occupying less than a quarter of the rooms. However, it is important to note that service costs and maintenance costs will be higher with Alward’s group compared to regular customers. In other words, McGregor’s maintenance and cleaning staff will be busier than usual, as they will be servicing a motel at full capacity. Paying for the maintenance and cleaning of all rooms at the motel will further decrease the amount of money that McGregor will earn from Alward’s group. Strictly considering quantitative terms, Alward’s offer is not a favorable option for McGregor.of rejecting the offer is too high for McGregor in this small resort community where quantitative factors are not the only considerations. Refusing Alward’s offer would result in negative consequences from church groups and other community members for McGregor. Hence, it would be wise to accept the offer from Alward, but with two conditions.

McGregor should accept Alward’s offer on two conditions: guest service must be limited to lower costs, and this must be a one-time deal for Alward or anyone else. These conditions are reasonable considering the motel is McGregor and his wife’s livelihood. McGregor should also request that Alward informs his church group that their discounted stay means they will receive reduced service. They should be clean, tidy, and not rely on the motel’s maintenance. This shouldn’t be a problem with kind, understanding churchgoers. Since the church group will only stay for two days, they are unlikely to create significant messes, saving McGregor money on cleaning expenses. Additionally, the group will likely spend most of their time at the church, using the motel only for sleeping. These measures are fair to McGregor, especially in a weak economy. As a “good man,” Alward should understand these factors (p.3).If I were McGregor, I would explain all the facts respectfully to Alward and appeal to his sense of fairness, asking for his cooperation.

The qualitative factors McGregor should consider pertain to Grand Bend, a small resort community. If McGregor refuses to accommodate a church group, it will lead to negative publicity for the Good Night Motel. As a consequence, McGregor will not only lose all future business (at regular prices) from Alward’s church group but also likely from other church groups. It is important to note that Alward is widely respected in the community (p. 3), making it necessary for McGregor to establish a good working relationship with him in order to attract more church groups in the future. This will enable McGregor to be in a better position to decline Alward’s half-price rate request if it arises again in the future. By doing so, McGregor can avoid excessive criticism from the community members, who are less likely to be as judgmental if McGregor refuses Alward’s initial request. In other words, in such a small resort community, decision-making should not solely rely on numbers but consider reputation, which holds significant importance, particularly when dealing with churchgoers. These individuals tend to travel and spread information about businesses that prioritize customer satisfaction over making profit.

When making a decision, managers must consider the opportunity cost and the marginal cost. According to our textbook, opportunity cost is the sacrifice of the best alternative for a given action, while an (accounting) expense is a cost incurred to generate revenue (p. 24). In this small town, the church group’s stay for only two days presents an opportunity cost of attracting more future customers. The marginal cost, defined as the cost of producing one more unit (p. 28), is not affected by cleaning the pool since most of the group’s time will be spent at the church. The only additional cost for accommodating the group is the cleaning service for the rooms. Additionally, McGregor must consider his fixed cost, which remains constant regardless of the amount of goods or services produced.

In summary, the importance of Alward’s good reputation and his involvement with churches make it crucial for McGregor to work with him. Even if McGregor doesn’t make a profit, he should still accommodate the church group to avoid negative consequences such as losing future business and facing bad publicity in a close-knit resort community. Essentially, the overall impact outweighs specific quantitative factors in this situation.

Addendum (Computations)

30 rooms with 25% occupancy: 8 rooms at $80,640

The remaining 22 rooms at $40 per room: 22 rooms at $40,880

Total Revenue: $1,520

Additional cleaning Expense (student Help): 2 days, 10 hours at $10/hour = $200.00

Cleaning and laundry supply $12,070.00

Maintenance supply and expense $11,890.00 Utility including Internet $74,850.00

Total Variable cost per year $98,810.00

Per day $270.71

For two days $541.42 $541.42 Total additional variable cost $741.42

The total revenue from the church guests, including accommodations costs, is $880 + $741.42.

Gerard Egan’s 3 Stage Skilled Helper Mode

A helping relationship is a relationship between the professional and the patient/client which aims to help the client get through difficult situations and encourage the client to overcome their issues.

Gerard Egan’s 3 Stage Skilled Helper Mode 1994, provides a basic guideline on how helping relationships should be carried out. It is important that helpers take into consideration the steps provided in the Egan’s mode as it provides structure and positive support to clients.

The 3 stages are:

1. The Present Scenario

2. The Preferred Scenario

3. Getting There

Within each stage there are additional steps which provide detailed guidelines that will help the client achieve the next step in the model.

The Present Scenario – Stage 1


1a. the Story

This step is to encourage the client to tell the story, the helper should demonstrate good listening skills and support the client tell a detailed and topic related story. It also encourages the client to get side tracked and maintain focus on the problem.


2a. blind spots

At times it may be hard for the client to tell the story which got them conflicted. The helper should guide the client to see the situation from different perspectives through empathetic reflections and challenging questions to encourage the client to push oneself to fill in gaps that may be missing from their story.


1c. leverage

This is the last section of the first stage; at this point the client may feel overwhelmed after telling the helper what the problem is. The helper should aid the client on concentrating on a part of their story that they feel they have the energy to change and resolve.

The Preferred Scenario – Stage 2


2a. possibilities

At this stage the helper should encourage the client to think what way they would want their situation to be. The helper should avoid over analysing or judging the client regardless of what the client describe as their perfect scenario. The client should be pushing the client to open their mind and see the bigger picture outside the problem and how they prefer things to be.

Reality Testing

2a. change agenda

After the client expresses how they wish their situation to be, the helper should encourage the client to think of realistic goal (SMART goals) that can be achievable. The client should be thinking of a time frame which they can reach within a certain time limit. The helper should support these and be a mediator for the client when they are setting their goals.


2c. commitment

The aim of the final step of stage two is for the helper to evaluate the commitment level displayed by the client to achieving their goal. The helper should encourage the client to evaluate the benefits and costs of dedicating oneself to the goal and show their determinacy to achieving it.

Getting There – Stage 3


3a. Possible Actions

The first step of stage 3 aims to encourage the client to brainstorm possible places, people, organisations; actions and attitudes that would them achieve their set goals. The helper should encourage and motivate the client to think widely on possible strategies to achieve their goal (101 ways to achieve the goal).


3b. best fit strategies

After the brainstorm the client will be left with many strategies, the helper should set in to guide the client to select the best and most fitting strategy to achieve their desired goal. The helper should also guide the client to analyse the internal and external factors that may affect the way their strategy is carried out.

Moving Forward

3c. point

Egan’s Model final step, this aims to help the client plan their next steps. The plan of action should be broken down into small sections and the client should be confident and positive when explained their action plan to the helper. The helper should be encouraging the client to turn wishes into goals, but avoiding on pushing the client on creating goals that they have no desire of achieving.

To conclude Egan’s Model proves to be a concise and important part of a helping relationship as it provides helpers with a structure and guide on how to conduct sessions and how to track improvement from client when reaching a new stage.

Heat Of Formation Of Magnesium Oxide

To determine the heat formation of MgO (Magnesium Oxide) using Hess’s Law, which states the heat within a chemical reaction is independent of the pathway between the initial and final states.


Chemical reactions require heat energy to complete, called an endothermic reaction, or produce heat energy, and thus called an exothermic reaction. The heat energy produced by such reactions can be measured using a calorimeter, a piece of equipment that can isolate the reaction in an insulated container. Using the calorimeter one can then determine the rise and fall in temperature of the reaction. When this temperature change is multiplied by the heat capacity, the amount of heat needed to raise the temperature of a body by one degree, we can measure the change in converting our initial components (reactants) to their respective products.

In this experiment we will measure the amount of heat released from 3 reactions (ΔHA ΔHB ΔHC) and calculate the sum of all 3 reactions to determine ΔHT, which will give us the heat formation of MgO. If Hess’s law holds true and barring minimal experimental error, the pathway we use to determine ΔHT should have no bearing on our calculation matching the accepted calculation of MgO.


As per lab manual we used a calibrated calorimeter (using a rounded end thermometer so as to not puncture a hole in the calorimeter) to determine the heats of reaction for Magnesium (Mg) with Hydrochloric Acid (HCl) and Hydrochloric Acid with Magnesium Oxide (MgO). Then using mathematical formulas we were able to calculate the heat formation of MgO, which is measured in kJ/Mol. Since both reactions are in dilute water solutions of HCl it was necessary to know the heat capacity of water, but because some heat would be transferred to the calorimeter whose heat capacity was unknown, we had to record a correction factor (x) based upon the specific heat of water using the equation [m(h2o)+X]Cwater+Δwater=-1(m(ice water)CwaterΔtice water). We then recorded the mass (m) of room temperature water and ice water each in a respective cup and then poured the ice water into the room temperature water and recorded the temperature change. By knowing (x) we could then calculate the heat of reaction for Mg with HCl (ΔHA kJ/mol) and for HCl with MgO (ΔHB kJ/mol) using the equation q=m(HCl+X)C ΔT where m is the mass of the reactant used with Mg + X, C is the heat capacity of water (4.184 J/g°C), and ΔT is the total temperature change in each reaction. Using the results of these calculations and Hess’s law we can then determine the heat formation for MgO.


All mass readings are given in units of grams (g), and all temperature readings are given in degrees Celsius (°C).

Part A

  • Mass of the Calorimeter + Room
  • Temp Water (g)48.08
  • Mass of room temp water (g)46.29
  • Mass of Cal + room temp water + ice water (g)115.40
  • Mass of ice water (g)67.32
  • Temp of room temp water (°C)42.4
  • Temp of the ice water (°C)0.1
  • Final temp. of room temp water (°C)17.3
  • Change in temp of ice water (°C)17.2
  • Change of temp of room temp water (°C)-25.1
  • Mass of the calorimeter (g)1.79

Part 2A

  • Mass of Calorimeter (g)1.79
  • Mass of Cal + HCl (g)103.55
  • Mass of HCL (g)101.76
  • Mass of Mg (g)0.5
  • Temperature of HCl (°C)20.3
  • Final temperature of HCl + Mg (°C)42.0
  • Change in Temperature (°C)21.7

Part B

  • Mass of Calorimeter (g)1.79
  • Mass of Cal + HCl (g)101.76
  • Mass of HCl (g)99.88
  • Mass of MgO (g)0.8
  • Temperature of HCl (°C)20.3
  • Final temperature of HCl + MgO (°C)25.8
  • Change in Temperature (°C)5.50

Results and Discussion

To calculate X using the equation [m(h2o)+X]Cwater+Δwater=-1(m(ice water)CwaterΔtice water) the variable X must be isolated and doing so we were than able to calculate the correction factor:

Based on the calculations of the calorimeter correction factor, X was determined to be 0.158 g. Then using the equation q=m(HCl+X)C *ΔT, where q is equal to the amount of energy given off, and than calculating the value in -kJ/Mol (because these are exothermic reactions) we were able to determine ΔHA and ΔHB.

qA=m(HCl+X)C xΔT

qA=(101.76 g + 0.158 g) x 4.184 J/g°C x 21.7°C

qA= 9250 J = 9.250 kJ 9.253602176

qB= m(HCl+X)C xΔT

qB=(101.76 g + 0.158 g) x 4.184 J/g°C x 5.50°C

qB=2350 J = 2.350 kJ

To then calculate the heat formation of MgO ΔHT, the sum of all the reactions must be determined including ΔHC, the heat formation of water, which is already predetermined to be -285.8 kJ/mol. However to determine the proper equation for ΔHT, the stoichiometric equations must first be balanced:

Therefore the heat formation of MgO was determined to be -618.35 kJ/mol. According to the textbook, the accepted value for ΔHT=-601.8 kJ/mol. To determine the accuracy of the calculation we can determine the % error:

As far as accuracy goes a percent error of 2.75% is very acceptable. Because the methods of the experiment were conducted using a crude calorimeter I would have expected the percent error to be higher, assuming that because of it’s construction it would not have very high efficiency.

I would expect that any error that might have occurred happened during the transference from one cup to another. Because the substances were transferred so quickly and taking into account the number of seconds that it took to replace the thermometer to begin recording data again it is possible that energy was either lost in the transfer or energy was lost before the recording was actually able to begin.


In this lab we were able to determine the heat of formation of MgO using a simply constructed calorimeter, which was found to be -618.35 kJ/mol.

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