Germany introduced its version of the above game " Heimfreiheit und Spaß." The German branch strongly argued against using the standard deviation of the online game population. They argued that the game is unique in a unique environment. They reported the following daily revenue. Create a 92% confidence interval for the population mean of daily revenue in Germany Day Revenue

You are the Chief Operations Officer responsible for overall company operations in ATCHULO Company Ltd, a large courier company in Ghana. Your company has 16 regional offices (terminals) scattered around the country in each of the regional capitals and a main office (hub) located in the capital city of the country. Your operations are strictly domestic. You do not accept international shipments.

The day at each terminal begins with the arrival of packages from the hub. The packages are loaded onto trucks for delivery to customers during morning hours. In the afternoon, the same trucks pick up packages that are returned to the terminal in late afternoon and then shipped to the hub where shipments arrive from the terminals into the late evening and are sorted for delivery early the next day for the terminals.

Each terminal in your company is treated as an investment centre and prepares individual income statements each month. Each terminal receives 30% of the revenue from packages that it picks up and 30% of the revenue from the packages it delivers. The remaining 40% of the revenue from each transaction goes to the hub. Each terminal accumulates its own costs. All costs relating to travel to and from the hub are charged to the hub. The revenue per package is based on size and service type and not the distance the package travels. (There are two services: overnight and ground delivery, which takes between 1 and 7 days, depending on the distance traveled).

All customer service is done through a central service group located in the hub. Customers access this service centre through a toll-free telephone number. The most common calls to customer service include requests for package pickup, requests to trace an overdue package, and requests for billing information. The company has invested in complex and expensive package tracking equipment that monitors the package’s trip through the system by scanning the bar code placed on every package. The bar code is scanned when the package is picked up, enters the originating terminal, leaves the originating terminal, arrives at the hub, leaves the hub, arrives at the destination terminal, and is delivered to the customers. All scanning is done with hand held wands that transmit the information to the regional and then central computer.

The major staff functions in each terminal are administrative (accounting, clerical, and executive), marketing (the sales staff), courier (the people who pick up and deliver the shipments and the equipment they use), and operations (the people and equipment who sort packages in the terminal).

This organisation takes customer service very seriously. The revenue for any package that fails to meet the organisation’s service commitment to the customer is not assigned to the originating and destination terminals.

All company employees receive a wage and a bonus based on the terminal’s economic value added. This system has promoted many debates about the sharing rules for revenues, the inherent inequity of the existing system, and the appropriateness of the revenue share for the hub. Service problems have arisen primarily relating to overdue packages. The terminals believe that most of the service problems relate to wrong sorting in the hub, resulting in packages being sent to the wrong terminals.

Required:

1. Explain why an investment centre is or not an appropriate organisational design in ATCHULO Company Ltd.   
2. Assuming that ATCHULO Company Ltd is committed to the current design, how would you improve it?                                                                                                    
3. C) Assuming that ATCHULO Company Ltd has decided that the investment centre model is unacceptable, what model to performance evaluation would you recommend and why?  

You are the Chief Operations Officer responsible for overall company operations in ATCHULO
Company Ltd, a large courier company in Ghana. Your company has 16 regional offices
(terminals) scattered around the country in each of the regional capitals and a main office (hub)
located in the capital city of the country. Your operations are strictly domestic. You do not accept
international shipments.
The day at each terminal begins with the arrival of packages from the hub. The packages are loaded
onto trucks for delivery to customers during morning hours. In the afternoon, the same trucks pick
up packages that are returned to the terminal in late afternoon and then shipped to the hub where
shipments arrive from the terminals into the late evening and are sorted for delivery early the next
day for the terminals.
Each terminal in your company is treated as an investment centre and prepares individual income
statements each month. Each terminal receives 30% of the revenue from packages that it picks up
and 30% of the revenue from the packages it delivers. The remaining 40% of the revenue from
each transaction goes to the hub. Each terminal accumulates its own costs. All costs relating to
travel to and from the hub are charged to the hub. The revenue per package is based on size and
service type and not the distance the package travels. (There are two services: overnight and ground
delivery, which takes between 1 and 7 days, depending on the distance traveled).
All customer service is done through a central service group located in the hub. Customers access
this service centre through a toll-free telephone number. The most common calls to customer
service include requests for package pickup, requests to trace an overdue package, and requests
for billing information. The company has invested in complex and expensive package tracking
equipment that monitors the package’s trip through the system by scanning the bar code placed on
every package. The bar code is scanned when the package is picked up, enters the originating
terminal, leaves the originating terminal, arrives at the hub, leaves the hub, arrives at the
destination terminal, and is delivered to the customers. All scanning is done with hand held wands
that transmit the information to the regional and then central computer.
The major staff functions in each terminal are administrative (accounting, clerical, and executive),
marketing (the sales staff), courier (the people who pick up and deliver the shipments and the
equipment they use), and operations (the people and equipment who sort packages in the terminal).
This organisation takes customer service very seriously. The revenue for any package that fails to
meet the organisation’s service commitment to the customer is not assigned to the originating and
destination terminals.
All company employees receive a wage and a bonus based on the terminal’s economic value added.
This system has promoted many debates about the sharing rules for revenues, the inherent inequity
of the existing system, and the appropriateness of the revenue share for the hub. Service problems
have arisen primarily relating to overdue packages. The terminals believe that most of the service
problems relate to wrong sorting in the hub, resulting in packages being sent to the wrong
terminals.
Required:
A) Explain why an investment centre is or not an appropriate organisational design in
ATCHULO Company Ltd.
B) Assuming that ATCHULO Company Ltd is committed to the current design, how would
you improve it?
C) Assuming that ATCHULO Company Ltd has decided that the investment centre model is
unacceptable, what model to performance evaluation would you recommend and why?

You are the Chief Operations Officer responsible for overall company operations in ATCHULO
Company Ltd, a large courier company in Ghana. Your company has 16 regional offices
(terminals) scattered around the country in each of the regional capitals and the main office (hub)
located in the capital city of the country. Your operations are strictly domestic. You do not accept
international shipments.
The day at each terminal begins with the arrival of packages from the hub. The packages are loaded
onto trucks for delivery to customers during morning hours. In the afternoon, the same trucks pick
up packages that are returned to the terminal in the late afternoon and then shipped to the hub where
shipments arrive from the terminals into the late evening and are sorted for delivery early the next
day for the terminals.

Each terminal in your company is treated as an investment centre and prepares individual income
statements each month. Each terminal receives 30% of the revenue from packages that it picks up
and 30% of the revenue from the packages it delivers. The remaining 40% of the revenue from
each transaction goes to the hub. Each terminal accumulates its own costs. All costs relating to
travel to and from the hub are charged to the hub. The revenue per package is based on size and
service type and not the distance the package travels. (There are two services: overnight and ground
delivery, which takes between 1 and 7 days, depending on the distance travelled).
All customer service is done through a central service group located in the hub. Customers access
this service centre through a toll-free telephone number. The most common calls to customer
service include requests for package pickup, requests to trace an overdue package, and requests
for billing information. The company has invested in complex and expensive package tracking
equipment that monitors the package’s trip through the system by scanning the bar code placed on
every package. The bar code is scanned when the package is picked up, enters the originating
terminal, leaves the originating terminal, arrives at the hub, leaves the hub, arrives at the
destination terminal, and is delivered to the customers. All scanning is done with handheld wands
that transmit the information to the regional and then the central computer.
The major staff functions in each terminal are administrative (accounting, clerical, and executive),
marketing (the sales staff), courier (the people who pick up and deliver the shipments and the
the equipment they use), and operations (the people and equipment who sort packages in the terminal).
This organisation takes customer service very seriously. The revenue for any package that fails to
meet the organisation’s service commitment to the customer is not assigned to the originating and
destination terminals.
All company employees receive a wage and a bonus based on the terminal’s economic value-added.
This system has promoted many debates about the sharing rules for revenues, the inherent inequity
of the existing system, and the appropriateness of the revenue share for the hub. Service problems
have arisen primarily relating to overdue packages. The terminals believe that most of the service
problems relate to wrong sorting in the hub, resulting in packages being sent to the wrong
terminals.
Required:
A) Explain why an investment centre is or not an appropriate organisational design in
ATCHULO Company Ltd.
B) Assuming that ATCHULO Company Ltd is committed to the current design, how would
you improve it?
C) Assuming that ATCHULO Company Ltd has decided that the investment centre model is
unacceptable, what model to performance evaluation would you recommend and why?

A manager for an insurance company believes that customers have the following preferences for life insurance products: 40 % prefer Whole Life, 20 % prefer Universal Life, and 40 % prefer Life Annuities. The results of a survey of 212 212 customers were tabulated. Is it possible to refute the sales manager's claimed proportions of customers who prefer each product using the data?

state the null and alternative hypothesis

What does the null hypothesis indicate about the proportions of customers who prefer each insurance product?

State the null and alternative hypothesis in terms of the expected proportions for each category

Find the expected value for the number of customers who prefer Whole Life. Round your answer to two decimal places.

Find the expected value for the number of customers who prefer Life Annuities. Round your answer to two decimal places.

Find the value of the test statistic. Round your answer to three decimal places.

Find the degrees of freedom associated with the test statistic for this problem.

Find the critical value of the test at the 0.01 level of significance. Round your answer to three decimal places.

Make the decision to reject or fail to reject the null hypothesis at the 0.01 level of significance

State the conclusion of the hypothesis test at the 0.01 level of significance

You are the proud new owner of a local deli, Garibaldo's, situated in a great neighborhood. When you bought the deli, you also received an accounts receivable listing of customers who owed money to the deli along with a shoe box filled with slips of paper that contained the names of the "house account" customers. (These people all had charge privileges with the former owner of Garibaldi's.) The former owner did not like computers or recordkeeping. He said he could spot a good credit risk by "a handshake and a look in the eye. " Bills were not sent to house accounts as the former owner asked these customers to pay "when he needed cash flow and they (the customers) were in a good mood. " This is your first week of business and sales seem slow. Most of the activity comes at the lunch rush and many of your customers hurry in, grab stuff from the deli case and say, "Put it on my tab. " You think you need to make some changes, but you also don't want to make any of the customers mad. Use this grid to jot down your responses to the three questions listed

1. What are Garibaldi's current credit policies?

2. How are accounts receivable recorded on the company books?

3. What three changes would you make to the current way of doing business for Garibaldi's house accounts?

Problem 7-19

A cafeteria serving line has a coffee urn from which customers serve themselves. Arrivals at the urn follow a Poisson distribution at the rate of three per minute. In serving themselves, customers take about 15 seconds, exponentially distributed.

a. How many customers would you expect to see on the average at the coffee urn?

Average no of customers            

b. How long would you expect it to take to get a cup of coffee?

Expected time             minute(s)

c.

What percentage of time is the urn being used?

Percentage of time             %

d. What is the probability that three or more people are at the coffee urn? (Do not round intermediate calculations. Round your answer to 1 decimal place.)

Probability             %

e. If the cafeteria installs an automatic vendor that dispenses a cup of coffee at a constant time of 15 seconds, how many customers would you expect to see at the coffee urn (waiting and/or pouring coffee)? (Round your answer to 2 decimal places.)

Average no of customers            

f. If the cafeteria installs an automatic vendor that dispenses a cup of coffee at a constant time of 15 seconds, how long would you expect it to take (in minutes) to get a cup of coffee, including waiting time? (Round your answer to 2 decimal places.)

Expected time             minute(s)

Suppose a histogram for the heights of two-year-old children is approx bell-shaped as shown below, with a mean of 27 inches and a standard deviation of 1.5 inches. Using the 68-95-99.7 rule, about what proportion of heights are between 25.5 and 28.5?

Problem 1: How much time do Americans living in or near cities spend waiting in traffic, and how much does waiting in traffic cost them per year? The file Congestion includes this cost for 31 cities. (Source: Data extracted from “The high Cost of Congestion,” Time, October 17, 2011, p.18.)

1. a) Compute the mean, median, first quartile, and third quartile.

2. b) Compute the range, interquartile range, variance, and standard deviation.

3. c) Compute the covariance between the time spent sitting in traffic and the cost of sitting in

   traffic.

4. d) Computethecorrelationbetweenthetimespentsittingintrafficandthecostofsittingin

   traffic.

5. e) Based on the results of (a) through (d), what conclusions might you reach concerning the

   time spent waiting in traffic and the cost of waiting in traffic?

6. f) Create a histogram for each of the two variables: the time Americans living in or near cities

   spend waiting in traffic and the cost of waiting per year.

7. g) Create a scatter plot for the two variables and fit a straight line to the points. Show the

   equation of the fitted line.

For each problem, follow these steps.

1. State the hypotheses and identify the claim.

2. Find the critical values(s).

3. Compute the test value.

4. Make the decision.

5. Summarize the results.

4. The number of grams of fat per serving for three different kinds of pizza from several manufacturers is listed below. At the 0.01 level of significance, is there sufficient evidence that a difference exists in mean fat content?