Represent the decision making involved in the operation of
the
following wash-machine by means of a decision table:
The machine waits for the start switch to be pressed. After the
user
presses the start switch, the machine fills the wash tub with
either hot
or cold water depending upon the setting of the HotWash switch.
The
water filling continues until the high level is sensed. The machine
starts
the agitation motor and continues agitating the wash tub until
either the
preset timer expires or the user presses the stop switch. After
the
agitation stops, the machine waits for the user to press the
startDrying switch. After the user presses the startDrying
switch,
the machine starts the hot air blower and continues blowing hot air
into
the drying chamber until either the user presses the stop switch or
the
preset timer expires.
In: Computer Science
Question 8
Choose the item below that describes the process of creating an
image with the lowest file size that still renders a good quality
image.
O optimization
O multimedia
O validation
O bandwidth
QUESTION 9
Choose the item that creates an image link to the school.htm page
when the school.gif graphic is clicked.
O <a href="school.html" src="school.gif" alt="school">
</a>
O <a href="school.html"> <img src = "school.gif" alt = "
school "> </a>
O <img src =" school.gif "href =" school.htm "alt =" school
">
O None of these
QUESTION 10
Choose the recommended method (s) to obtain graphics for your
website.
O Purchase a CD of graphics.
O Use a graphics application and create your own.
O Right click and copy a graphic you like from any website.
O both a and b
QUESTION 11
Select the best reason to include height and width attributes on an
dmg tag
O they are required attributes and must always be included
O to help the browser render the Dege faster because it reierves
the appropriate space for the image
O to nelp the browser display the image in its own window
O None of these
QUESTION 12
Select the browser's action when you configure BOTH a background
color and background image for the body selector.
O display the background color instead of the background
image
O will display no background for the page because it is
"confused"
O display the background color while the background image loads and
before the background image is displayed
O You cannot configure both a background color and a background
image.
QUESTION 13
Select the code below that associates a favorites icon
named favicon.ico with a web page document.
O dmg href = "favicon.ico" alt- "favarites" width = "16 height ="
16> dink rel = "favican" type = "image'gir" href-
"favicon.ico">
O dink rel = "icon "type =" imagex-lcon "href =" laviconlco ">
O ca href-'Yavi conico"> dmg href- "favicon.ico" alt- "favorites" widthe "16" height- "16">< / a>
QUESTION 14
Select the cade below that configures a backgroundi
image to repeat horizontally across a web page.
O val gn = "left "
O background-repeat: repeat-x:
O packground-repeat repeat-y;
O hspace =" 10"
QUESTION15.
Select the code below that uses CSS to eliminate the
default border on an image configured as an image link.
O a {border: 0; }
O img {border: 0:}
O img {border-style: none; }
O None of these
QUESTION 16
Select the code below that will configure a background image called
parchment.gif for a web page using CSS.
O body {background-image: url (parchment.gif):}
O document {background: parchment.gif; }
O body (background: parchment.gif '}
O None of these
QUESTION 17
Select the tag used to place an image on a web page.
O <a href>
O <graphic >
O <image>
O<img>
QUESTION 18
The CSS3 property configures the transparency of an element.
O background-opacity
O opacity-background
O opacity
O transparency
QUESTION 19
The HTML5 element visually displays a bar that depicts a numeric
value within a specified range. O section
O meter
O time
O progress
QUESTION 20
The Web Safe Color Palette is a collection of 216 colors that
O display quicker than other colors
O display the most similar on both the Mac and PC platforms
O relate to the fashion industry and change each year
O None of these
QUESTION 21
The element displays a visual gauge of a numeric value
within a known range.
O border
O progress
O hr
O meter
Question 22
The is the area between the content and the
border.
O border
O spacing
O padding
O None of these
QUESTION 23
The letters in the acronym HSLA indicate:
O hue, selection, lightness, alpha
O hue, shade, luminosity, alpha
O hue, saturation, lightness, alpha
O hue, saturation, luminosity , alpha
QUESTION 24
The process of ensuring that web pages coded with new or advanced
techniques still are usable in browsers that do not offer support
for the newer features is called:
O valid enhancement
O optimization
O progressive enhancement
O validation
QUESTION 25
The tag used to create a horizontal line on a web page is:
O <br>
O < line>
O<hr>
O<hl>
In: Computer Science
Part 2: Transforming data and computing descriptive statistics
Create a quarterly real GDP series by dividing nominal GDP by the GDP deflator. Also, create a money velocity series as PY/M where P is the price level, Y is real GDP, and M is the M3 money supply measure.
a. Plot the velocity of money (produce a graph similar to Figure 8.2 on page 212 of the textbook). Has velocity risen or fallen over the sample period? b. What is the mean and standard deviation of M3 velocity?
picture from textbook: https://media.cheggcdn.com/media%2Fb3d%2Fb3d56712-5053-405f-83e0-88009e1d6240%2FphpGAezM0.png
data to be used:
| observation_date | MABMM301CAQ189S | observation_date | CANGDPDEFQISMEI | Quarterly | v62295562 - Gross domestic product at market prices (x 1,000,000) | ||
| 1981-01-01 | 2.04311E+11 | 1981-01-01 | 42.69811116 | Q1 1981 | 354,784 | ||
| 1981-04-01 | 2.07984E+11 | 1981-04-01 | 43.66104146 | Q2 1981 | 366,788 | ||
| 1981-07-01 | 2.16848E+11 | 1981-07-01 | 44.62899825 | Q3 1981 | 371,560 | ||
| 1981-10-01 | 2.18082E+11 | 1981-10-01 | 45.29084386 | Q4 1981 | 375,352 | ||
| 1982-01-01 | 2.17479E+11 | 1982-01-01 | 46.60831697 | Q1 1982 | 381,676 | ||
| 1982-04-01 | 2.19886E+11 | 1982-04-01 | 47.57980057 | Q2 1982 | 385,140 | ||
| 1982-07-01 | 2.2233E+11 | 1982-07-01 | 48.37395895 | Q3 1982 | 388,116 | ||
| 1982-10-01 | 2.24304E+11 | 1982-10-01 | 49.3332838 | Q4 1982 | 392,160 | ||
| 1983-01-01 | 2.2614E+11 | 1983-01-01 | 49.71327644 | Q1 1983 | 401,680 | ||
| 1983-04-01 | 2.24478E+11 | 1983-04-01 | 50.26292877 | Q2 1983 | 414,192 | ||
| 1983-07-01 | 2.25279E+11 | 1983-07-01 | 51.27358864 | Q3 1983 | 427,308 | ||
| 1983-10-01 | 2.27179E+11 | 1983-10-01 | 51.61005878 | Q4 1983 | 435,584 | ||
| 1984-01-01 | 2.283E+11 | 1984-01-01 | 51.97043324 | Q1 1984 | 446,148 | ||
| 1984-04-01 | 2.32617E+11 | 1984-04-01 | 52.30782428 | Q2 1984 | 457,828 | ||
| 1984-07-01 | 2.37141E+11 | 1984-07-01 | 52.72343939 | Q3 1984 | 463,424 | ||
| 1984-10-01 | 2.40677E+11 | 1984-10-01 | 53.04197052 | Q4 1984 | 473,572 | ||
| 1985-01-01 | 2.44981E+11 | 1985-01-01 | 53.42486468 | Q1 1985 | 484,236 | ||
| 1985-04-01 | 2.48915E+11 | 1985-04-01 | 54.26513634 | Q2 1985 | 493,432 | ||
| 1985-07-01 | 2.5245E+11 | 1985-07-01 | 54.50504061 | Q3 1985 | 501,888 | ||
| 1985-10-01 | 2.5701E+11 | 1985-10-01 | 54.84025435 | Q4 1985 | 512,744 | ||
| 1986-01-01 | 2.64237E+11 | 1986-01-01 | 55.25634718 | Q1 1986 | 516,520 | ||
| 1986-04-01 | 2.68411E+11 | 1986-04-01 | 55.49059389 | Q2 1986 | 521,696 | ||
| 1986-07-01 | 2.71948E+11 | 1986-07-01 | 56.09128688 | Q3 1986 | 528,016 | ||
| 1986-10-01 | 2.8153E+11 | 1986-10-01 | 56.87836721 | Q4 1986 | 531,568 | ||
| 1987-01-01 | 2.91177E+11 | 1987-01-01 | 57.53317263 | Q1 1987 | 550,140 | ||
| 1987-04-01 | 2.99965E+11 | 1987-04-01 | 58.33295861 | Q2 1987 | 565,020 | ||
| 1987-07-01 | 3.05585E+11 | 1987-07-01 | 58.89916591 | Q3 1987 | 579,244 | ||
| 1987-10-01 | 3.08066E+11 | 1987-10-01 | 59.55513344 | Q4 1987 | 593,300 | ||
| 1988-01-01 | 3.12459E+11 | 1988-01-01 | 60.19836959 | Q1 1988 | 608,480 | ||
| 1988-04-01 | 3.22487E+11 | 1988-04-01 | 60.66882712 | Q2 1988 | 618,684 | ||
| 1988-07-01 | 3.34801E+11 | 1988-07-01 | 61.66399317 | Q3 1988 | 628,884 | ||
| 1988-10-01 | 3.42958E+11 | 1988-10-01 | 62.46758329 | Q4 1988 | 641,556 | ||
| 1989-01-01 | 3.51835E+11 | 1989-01-01 | 62.92301878 | Q1 1989 | 653,604 | ||
| 1989-04-01 | 3.62677E+11 | 1989-04-01 | 63.98918575 | Q2 1989 | 667,232 | ||
| 1989-07-01 | 3.73418E+11 | 1989-07-01 | 64.65157352 | Q3 1989 | 676,572 | ||
| 1989-10-01 | 3.85482E+11 | 1989-10-01 | 64.99380354 | Q4 1989 | 678,696 | ||
| 1990-01-01 | 3.95554E+11 | 1990-01-01 | 65.40531748 | Q1 1990 | 689,404 | ||
| 1990-04-01 | 4.0366E+11 | 1990-04-01 | 66.03354097 | Q2 1990 | 693,132 | ||
| 1990-07-01 | 4.10993E+11 | 1990-07-01 | 66.70745429 | Q3 1990 | 695,180 | ||
| 1990-10-01 | 4.1872E+11 | 1990-10-01 | 67.22290923 | Q4 1990 | 694,272 | ||
| 1991-01-01 | 4.27352E+11 | 1991-01-01 | 67.93588676 | Q1 1991 | 691,484 | ||
| 1991-04-01 | 4.32806E+11 | 1991-04-01 | 68.36517541 | Q2 1991 | 699,036 | ||
| 1991-07-01 | 4.33277E+11 | 1991-07-01 | 68.59406171 | Q3 1991 | 702,272 | ||
| 1991-10-01 | 4.39453E+11 | 1991-10-01 | 68.66059067 | Q4 1991 | 704,220 | ||
| 1992-01-01 | 4.45823E+11 | 1992-01-01 | 68.94091388 | Q1 1992 | 707,560 | ||
| 1992-04-01 | 4.50337E+11 | 1992-04-01 | 69.32202186 | Q2 1992 | 712,328 | ||
| 1992-07-01 | 4.57429E+11 | 1992-07-01 | 69.62116203 | Q3 1992 | 719,252 | ||
| 1992-10-01 | 4.64677E+11 | 1992-10-01 | 69.77651809 | Q4 1992 | 724,936 | ||
| 1993-01-01 | 4.70009E+11 | 1993-01-01 | 69.96565871 | Q1 1993 | 731,528 | ||
| 1993-04-01 | 4.72942E+11 | 1993-04-01 | 70.41575784 | Q2 1993 | 742,932 | ||
| 1993-07-01 | 4.75799E+11 | 1993-07-01 | 70.19167988 | Q3 1993 | 747,640 | ||
| 1993-10-01 | 4.79652E+11 | 1993-10-01 | 70.70364286 | Q4 1993 | 756,332 | ||
| 1994-01-01 | 4.8357E+11 | 1994-01-01 | 70.95633662 | Q1 1994 | 770,204 | ||
| 1994-04-01 | 4.89883E+11 | 1994-04-01 | 70.93029423 | Q2 1994 | 781,204 | ||
| 1994-07-01 | 5.00109E+11 | 1994-07-01 | 71.5711307 | Q3 1994 | 798,332 | ||
| 1994-10-01 | 5.03525E+11 | 1994-10-01 | 71.94169718 | Q4 1994 | 808,288 | ||
| 1995-01-01 | 5.07562E+11 | 1995-01-01 | 72.43909165 | Q1 1995 | 821,384 | ||
| 1995-04-01 | 5.15417E+11 | 1995-04-01 | 72.8401001 | Q2 1995 | 826,212 | ||
| 1995-07-01 | 5.24551E+11 | 1995-07-01 | 73.10778253 | Q3 1995 | 830,332 | ||
| 1995-10-01 | 5.29711E+11 | 1995-10-01 | 73.48182065 | Q4 1995 | 837,964 | ||
| 1996-01-01 | 5.39297E+11 | 1996-01-01 | 73.73975025 | Q1 1996 | 841,428 | ||
| 1996-04-01 | 5.45922E+11 | 1996-04-01 | 73.98403847 | Q2 1996 | 850,092 | ||
| 1996-07-01 | 5.50767E+11 | 1996-07-01 | 74.34930978 | Q3 1996 | 861,784 | ||
| 1996-10-01 | 5.55781E+11 | 1996-10-01 | 74.87572976 | Q4 1996 | 874,788 | ||
| 1997-01-01 | 5.65662E+11 | 1997-01-01 | 75.08368347 | Q1 1997 | 888,792 | ||
| 1997-04-01 | 5.70634E+11 | 1997-04-01 | 74.88081067 | Q2 1997 | 896,372 | ||
| 1997-07-01 | 5.75825E+11 | 1997-07-01 | 75.08607625 | Q3 1997 | 909,568 | ||
| 1997-10-01 | 5.85016E+11 | 1997-10-01 | 75.29788696 | Q4 1997 | 920,876 | ||
| 1998-01-01 | 5.88563E+11 | 1998-01-01 | 75.10463509 | Q1 1998 | 931,392 | ||
| 1998-04-01 | 5.92121E+11 | 1998-04-01 | 75.11357127 | Q2 1998 | 931,908 | ||
| 1998-07-01 | 5.97459E+11 | 1998-07-01 | 74.72571561 | Q3 1998 | 935,696 | ||
| 1998-10-01 | 6.02599E+11 | 1998-10-01 | 74.87131258 | Q4 1998 | 950,184 | ||
| 1999-01-01 | 6.02129E+11 | 1999-01-01 | 75.21325796 | Q1 1999 | 971,824 | ||
| 1999-04-01 | 6.13187E+11 | 1999-04-01 | 76.03927032 | Q2 1999 | 990,748 | ||
| 1999-07-01 | 6.21062E+11 | 1999-07-01 | 76.91249304 | Q3 1999 | 1,017,736 | ||
| 1999-10-01 | 6.32911E+11 | 1999-10-01 | 77.30843557 | Q4 1999 | 1,037,516 | ||
| 2000-01-01 | 6.48037E+11 | 2000-01-01 | 78.22530767 | Q1 2000 | 1,066,576 | ||
| 2000-04-01 | 6.58564E+11 | 2000-04-01 | 79.42312702 | Q2 2000 | 1,095,808 | ||
| 2000-07-01 | 6.74681E+11 | 2000-07-01 | 80.21978873 | Q3 2000 | 1,117,980 | ||
| 2000-10-01 | 6.83844E+11 | 2000-10-01 | 80.87774982 | Q4 2000 | 1,129,156 | ||
| 2001-01-01 | 6.93689E+11 | 2001-01-01 | 81.65841791 | Q1 2001 | 1,145,988 | ||
| 2001-04-01 | 6.96378E+11 | 2001-04-01 | 81.65117527 | Q2 2001 | 1,148,844 | ||
| 2001-07-01 | 7.0454E+11 | 2001-07-01 | 80.70759895 | Q3 2001 | 1,134,708 | ||
| 2001-10-01 | 7.1682E+11 | 2001-10-01 | 80.0583262 | Q4 2001 | 1,132,480 | ||
| 2002-01-01 | 7.29263E+11 | 2002-01-01 | 80.41861287 | Q1 2002 | 1,154,524 | ||
| 2002-04-01 | 7.34895E+11 | 2002-04-01 | 81.83423125 | Q2 2002 | 1,181,544 | ||
| 2002-07-01 | 7.50367E+11 | 2002-07-01 | 82.38631683 | Q3 2002 | 1,199,908 | ||
| 2002-10-01 | 7.58437E+11 | 2002-10-01 | 83.42950962 | Q4 2002 | 1,221,832 | ||
| 2003-01-01 | 7.61874E+11 | 2003-01-01 | 84.59159619 | Q1 2003 | 1,245,676 | ||
| 2003-04-01 | 7.82063E+11 | 2003-04-01 | 83.87561141 | Q2 2003 | 1,233,300 | ||
| 2003-07-01 | 7.96029E+11 | 2003-07-01 | 84.95635352 | Q3 2003 | 1,253,900 | ||
| 2003-10-01 | 8.07003E+11 | 2003-10-01 | 85.3524376 | Q4 2003 | 1,268,384 | ||
| 2004-01-01 | 8.30867E+11 | 2004-01-01 | 86.29841734 | Q1 2004 | 1,291,688 | ||
| 2004-04-01 | 8.50393E+11 | 2004-04-01 | 87.39335372 | Q2 2004 | 1,323,544 | ||
| 2004-07-01 | 8.63961E+11 | 2004-07-01 | 87.89404677 | Q3 2004 | 1,346,952 | ||
| 2004-10-01 | 8.85819E+11 | 2004-10-01 | 88.27669893 | Q4 2004 | 1,362,528 | ||
| 2005-01-01 | 9.14545E+11 | 2005-01-01 | 88.82847112 | Q1 2005 | 1,375,720 | ||
| 2005-04-01 | 9.38963E+11 | 2005-04-01 | 89.42817592 | Q2 2005 | 1,394,868 | ||
| 2005-07-01 | 9.54247E+11 | 2005-07-01 | 90.72483988 | Q3 2005 | 1,432,508 | ||
| 2005-10-01 | 9.62155E+11 | 2005-10-01 | 91.87374486 | Q4 2005 | 1,465,016 | ||
| 2006-01-01 | 9.81505E+11 | 2006-01-01 | 91.54859597 | Q1 2006 | 1,471,532 | ||
| 2006-04-01 | 9.99682E+11 | 2006-04-01 | 92.42400195 | Q2 2006 | 1,486,320 | ||
| 2006-07-01 | 1.02234E+12 | 2006-07-01 | 93.05784619 | Q3 2006 | 1,500,672 | ||
| 2006-10-01 | 1.04904E+12 | 2006-10-01 | 93.3031751 | Q4 2006 | 1,510,304 | ||
| 2007-01-01 | 1.07602E+12 | 2007-01-01 | 94.71213816 | Q1 2007 | 1,543,024 | ||
| 2007-04-01 | 1.10249E+12 | 2007-04-01 | 95.59095835 | Q2 2007 | 1,572,372 | ||
| 2007-07-01 | 1.14279E+12 | 2007-07-01 | 95.53638302 | Q3 2007 | 1,578,004 | ||
| 2007-10-01 | 1.17806E+12 | 2007-10-01 | 96.77660407 | Q4 2007 | 1,600,728 | ||
| 2008-01-01 | 1.21117E+12 | 2008-01-01 | 98.67959821 | Q1 2008 | 1,633,172 | ||
| 2008-04-01 | 1.25192E+12 | 2008-04-01 | 100.7423479 | Q2 2008 | 1,673,096 | ||
| 2008-07-01 | 1.28028E+12 | 2008-07-01 | 100.9439217 | Q3 2008 | 1,690,428 | ||
| 2008-10-01 | 1.30447E+12 | 2008-10-01 | 97.56793201 | Q4 2008 | 1,614,996 | ||
| 2009-01-01 | 1.29867E+12 | 2009-01-01 | 96.02749385 | Q1 2009 | 1,553,180 | ||
| 2009-04-01 | 1.29828E+12 | 2009-04-01 | 96.54850348 | Q2 2009 | 1,544,376 | ||
| 2009-07-01 | 1.3059E+12 | 2009-07-01 | 97.33262931 | Q3 2009 | 1,563,964 | ||
| 2009-10-01 | 1.31498E+12 | 2009-10-01 | 98.90114935 | Q4 2009 | 1,607,940 | ||
| 2010-01-01 | 1.32874E+12 | 2010-01-01 | 99.68889426 | Q1 2010 | 1,640,056 | ||
| 2010-04-01 | 1.36292E+12 | 2010-04-01 | 99.73092225 | Q2 2010 | 1,649,184 | ||
| 2010-07-01 | 1.39202E+12 | 2010-07-01 | 99.76256572 | Q3 2010 | 1,661,488 | ||
| 2010-10-01 | 1.40577E+12 | 2010-10-01 | 100.8028477 | Q4 2010 | 1,697,792 | ||
| 2011-01-01 | 1.43135E+12 | 2011-01-01 | 102.1875932 | Q1 2011 | 1,733,840 | ||
| 2011-04-01 | 1.45784E+12 | 2011-04-01 | 103.2762484 | Q2 2011 | 1,755,640 | ||
| 2011-07-01 | 1.48928E+12 | 2011-07-01 | 103.3687047 | Q3 2011 | 1,781,600 | ||
| 2011-10-01 | 1.52151E+12 | 2011-10-01 | 104.1128451 | Q4 2011 | 1,808,604 | ||
| 2012-01-01 | 1.55116E+12 | 2012-01-01 | 104.2014187 | Q1 2012 | 1,810,720 | ||
| 2012-04-01 | 1.57589E+12 | 2012-04-01 | 104.0827415 | Q2 2012 | 1,814,628 | ||
| 2012-07-01 | 1.59536E+12 | 2012-07-01 | 104.5453546 | Q3 2012 | 1,826,288 | ||
| 2012-10-01 | 1.61098E+12 | 2012-10-01 | 105.1788905 | Q4 2012 | 1,839,596 | ||
| 2013-01-01 | 1.63607E+12 | 2013-01-01 | 105.9475736 | Q1 2013 | 1,872,136 | ||
| 2013-04-01 | 1.67053E+12 | 2013-04-01 | 105.8155098 | Q2 2013 | 1,881,924 | ||
| 2013-07-01 | 1.69833E+12 | 2013-07-01 | 106.3926058 | Q3 2013 | 1,907,692 | ||
| 2013-10-01 | 1.75066E+12 | 2013-10-01 | 106.4727711 | Q4 2013 | 1,928,372 | ||
| 2014-01-01 | 1.78916E+12 | 2014-01-01 | 108.0058207 | Q1 2014 | 1,958,572 | ||
| 2014-04-01 | 1.81251E+12 | 2014-04-01 | 108.0948485 | Q2 2014 | 1,983,684 | ||
| 2014-07-01 | 1.85501E+12 | 2014-07-01 | 108.6916969 | Q3 2014 | 2,009,164 | ||
| 2014-10-01 | 1.89181E+12 | 2014-10-01 | 108.2081793 | Q4 2014 | 2,009,312 | ||
| 2015-01-01 | 1.92827E+12 | 2015-01-01 | 107.1608189 | Q1 2015 | 1,985,880 | ||
| 2015-04-01 | 1.95461E+12 | 2015-04-01 | 107.4289334 | Q2 2015 | 1,987,968 | ||
| 2015-07-01 | 2.01857E+12 | 2015-07-01 | 107.7699516 | Q3 2015 | 2,005,556 | ||
| 2015-10-01 | 2.05577E+12 | 2015-10-01 | 107.3727069 | Q4 2015 | 2,000,240 | ||
| 2016-01-01 | 2.09906E+12 | 2016-01-01 | 107.1804261 | Q1 2016 | 2,008,964 | ||
| 2016-04-01 | 2.14464E+12 | 2016-04-01 | 107.4862374 | Q2 2016 | 2,009,416 | ||
| 2016-07-01 | 2.19735E+12 | 2016-07-01 | 108.2285573 | Q3 2016 | 2,044,564 | ||
| 2016-10-01 | 2.2347E+12 | 2016-10-01 | 109.4481763 | Q4 2016 | 2,079,080 | ||
| 2017-01-01 | 2.25137E+12 | 2017-01-01 | 110.2520312 | Q1 2017 | 2,115,064 | ||
| 2017-04-01 | 2.30112E+12 | 2017-04-01 | 110.1958834 | Q2 2017 | 2,136,712 | ||
| 2017-07-01 | 2.29036E+12 | 2017-07-01 | 110.2431625 | Q3 2017 |
In: Economics
1. Describe what type of data analysis would use linear correlation coefficients and line of best fits. Describe the benefits of comparing to a line of best fit. (10 points)
2. Raw data is found in the excel file titled “STA322 Week 3 Data – Tab Line of Best Fit.” Calculate the linear correlation coefficient of that data and describe what that information provides. Find the slope and y intercept and list the line of best fit. Take Microsoft Excel and graph this line of best fit, using the “trend” function. Determine how you will implement the results you received to improve the data, base it on a scenario for your career. (30 points)
3. Express the likelihood given as a probability between 0 and 1 for the following (20 points):
a. The Weather Channel stated that we have a 75% chance of being hit by the hurricane.
b. I have a 22% chance of winning the Sweepstakes.
c. When playing Yahtzee, I can roll 1 die and I need a 4. What are my chances?
d. The gender of the new baby being a girl.
4. A survey was taken at a K-6th grade school. Do you have enough time at lunch? Given the table below, answer the following questions (20 points):
|
Yes |
No |
|
|
Girls |
35 |
124 |
|
Boys |
100 |
62 |
If b represents the event of selecting a response from a boy, find P(Ђ).
Find the probability that the selected answer was made by a girl or was answered no.
If g represents the event of selecting a response from a girl, find P (ḡ).
Find the probability that the selected answer was made by a boy and answered yes.
5. Find the number of ways that 6 Discussion responses can be ordered by calculating 6! (5 points)
6. Find the number of ways that the 5 children can line up to go to recess by calculating 5! (5points)
Use Permutations or Combinations on the next 3 examples:
7. If you are allowed to use numbers 1 – 20 and need to choose the passcode of an exact 4 digit code, how many possibilities are there? (10 points)
8. If there are 25 students in the class and we need to select a President and Secretary for our meetings, how many possibilities are there? (10 points)
9. In playing a card game, I am dealt 6 cards, how many possibilities are there for my hand? (10 points)
In: Statistics and Probability
Read the case study below:
Shane is a 12-year-old 7th grader at Willow Creek Middle School. He received strong grades until 4th grade. He is currently failing 5 of his 6 classes. The only class he is not failing is PE. His teachers report that Shane does not pay attention and have stated that he “frequently appears preoccupied.” Shane’s mom is a single parent and Shane does not have any contact with his dad. There are reports that Shane’s father had “mental problems” before he abandoned his family two years ago. In addition, before the father left the family it is suspected that Shane (and his siblings) witnessed frequent violent domestic battles. On at least one occasion these fights resulted in his mother’s hospitalization. Ms. Jenkins has three other children: John a 17-year-old boy, Matt a 10-year-old boy and Jennifer an 8-year-old girl. Matt and Jennifer are doing okay in school, but John is in serious trouble due to truancy and substance abuse. Both Shane and John have frequent arguments with their mother, each other, and with their siblings. Shane has a group of friends who he spends most evenings with. His mother has not been able to impose a curfew.
Answer the following questions:
1. To what extent do you feel that consultation services will be able to address these challenges?
2. Do you think referral to a community mental health care provider is indicated? If “NO,” when (under what circumstances) would such a referral become appropriate? If “YES,” to which type of mental health professional would you refer the student?
3. Would group counseling be appropriate for this student? If “YES,” what type of group? If “NO” under what circumstances would this intervention become appropriate?
4. Would individual counseling be appropriate for this student? If “YES,” what would be the focus of the counseling sessions? If “NO” under what circumstances would this intervention become appropriate?
5. At any point in this student’s history would crisis intervention have been (or currently be) appropriate? If ‘YES,” what would be the primary goal of such intervention?
6. Might this student be eligible for special education according to ED eligibility criteria? (you will need to research ED eligibility) Explain your reasoning.
In: Nursing
PREVIOUS CODE:
InventroryItems
class InventoryItem implements Cloneable{
// instance variables
protected String description;
protected double price;
protected int howMany;
// constructor
public InventoryItem(String description, double price, int howMany) {
this.description = description;
this.price = price;
this.howMany = howMany;
}
// copy constructor
public InventoryItem(InventoryItem obj) {
this.description = obj.description;
this.price = obj.price;
howMany = 1;
}
// clone method
@Override
protected Object clone() throws CloneNotSupportedException {
return super.clone();
}
// toString method
@Override
public String toString() {
return description + " ($" + price + ")";
}
// equals method
@Override
public boolean equals(Object obj) {
InventoryItem other = (InventoryItem) obj;
if (description.equals(other.description) && price == other.price)
return true;
return false;
}
// view method
public void view() {
System.out.println("Viewing: " + description);
}
}
Book
class Book extends InventoryItem {
private String author;
public Book(String description, double price, int howMany, String author) {
super(description, price, howMany);
this.author = author;
}
public Book(Book obj) {
// super(new InventoryItem(obj.description, obj.price, obj.howMany));
super(obj);
this.author = obj.author;
}
@Override
protected Object clone() throws CloneNotSupportedException {
return super.clone();
}
@Override
public String toString() {
return "Book: " + description + " by " + author + " ($" + price + ")";
}
@Override
public void view() {
System.out.println("Openeing Book: " + description);
}
@Override
public boolean equals(Object obj) {
Book other = (Book) obj;
if (super.equals(obj) && author.equals(other.author))
return true;
return false;
}
}
MusicCD
class MusicCD extends InventoryItem{
private String performer;
public MusicCD(String description, double price, int howMany, String performer) {
super(description, price, howMany);
this.performer = performer;
}
public MusicCD(MusicCD obj) {
super(obj);
this.performer = obj.performer;
}
@Override
public String toString() {
return "CD: "+performer+": "+super.toString();
}
@Override
public void view() {
System.out.println("Now Playing Sample: "+description);
}
@Override
protected Object clone() throws CloneNotSupportedException {
return super.clone();
}
@Override
public boolean equals(Object obj) {
MusicCD other = (MusicCD) obj;
if(super.equals(obj) && performer.equals(other.performer))
return true;
return false;
}
}
Test
public class Test{
public static void main(String[] args) throws CloneNotSupportedException {
//testing the classes
InventoryItem book1 = new Book("Somthing Nice", 2.56, 5, "John Wick");
InventoryItem book2 = (InventoryItem) book1.clone();
InventoryItem book3 = new Book((Book)book2);
InventoryItem cd1 = new MusicCD("Classic Hits", 3.26, 6, "Elvis Presley");
InventoryItem cd2 = (InventoryItem) cd1.clone();
InventoryItem cd3 = new MusicCD((MusicCD)cd2);
System.out.println("book2.equals(book3)? "+book2.equals(book3));
System.out.println("cd1.equals(cd3)? "+cd1.equals(cd3));
}
}
JAVA programming- please respond to all prompts as apart of one java project. All information has been provided.
Part C
Create two more classes, TextBook and Novel, which inherit from Book. A TextBook has a String subject, and a Novel has a String genre.
Override equals in both these classes. A TextBook can be equal to another TextBook with the same price, description, author, and subject, or to a Novel if the price, description, and author are the same and the genre of the Novel is the same as the subject of the textbook. The same goes for the Novel class.
Part D
Create a class ItemStorage which contains an array of inventory items as an instance variable. It should start out empty but with room for at least 10 items. Keep an instance variable like firstEmptyInstance which holds the number of the first empty location in the array (these should NOT be accessible directly from outside classes, but you may find it easier to use protected for the sake of your subclasses).
Add a method add(newitem) to add InventoryItems to the list. If the item it is adding is equal (think about this) to an item already in the list, instead of taking up another spot in the array, increase the howmany number for the item already there (so if the one in the array has 3 and the one I am adding has 2, we end up with 5), otherwise add it to the array in the first empty spot as usual. If we have added successfully, return true. If the item is new to the list and the array is full, return false.
The toString method should return a String that lists all the items that are in the list, numbered from 1, including how many of each there are.
Add a method viewAll that calls view for each of the items in the list.
Create a class Cart which inherits from ItemStorage
Add a method totalPrice which should return the current total price of all elements in the cart, taking in to account how many of each there are (so if there is an item with price $3 and there are 4 of them, they add $12 to the total price.
The toString should look like the one for ItemStorage, but add a total price at the bottom.
Create a Class Warehouse which inherits from ItemStorage.
Add a method buy(int index) (Assume a human started counting at 1, and adjust accordingly.)
[Do not remove items by looping through and moving everything else up, so that ABCDE with C removed becomes ABDE, notice how much more inefficient this is. It is only worth doing in an array if we care about the order.]
Part E
In a main, create a Warehouse and fill it with various Books, MusicCD's, and other items for sale. Make sure there are multiples of some items in the warehouse. (Make items up in your code, don't read them in from a user). Also create a Cart.
In a loop, repeatedly show the Warehouse and ask the user whether to 1) buy a new item, 2) view cart, 3) preview items 4) check out. If they choose to buy a new item, ask for the number of the item, buy that item from the warehouse, and add the chosen item to the cart. If they choose to view cart, print the cart. If they choose to preview items, use viewAll() from the Cart class to view all items in the cart. If they choose to check out, show the total cost again and make them confirm that they want to buy and if they do, print a message saying their credit card was charged, if not just say goodbye, then end the program.
(hint: The main class shouldn't even need to be aware that there are arrays in the Cart and Warehouse classes. Classes other than main shouldn't talk to the user for this program. As always, you may add extra methods to any class to help you break down tasks or to make coding easier. )
In: Computer Science
In: Accounting
Piderit (2000) believes that the definition of the term resistance must incorporate a much broader scope. She states that "a review of past empirical research reveals three different emphases in conceptualizations of resistance: as a cognitive state, as an emotional state, and as a behavior" (p. 784). The notion that employee resistance can be overcome cognitively suggests that negative thoughts or beliefs about the change exist. Piderit sites, "Watson (1982) who suggests that what is often labeled as resistance is, in fact, only reluctance. Armenakis, Harris, and Mossholder (1993) define resistance in behavioral terms but suggest that another state precedes it: is a cognitive state they call (un)-readiness" (2000, p. 785). Others attempt to define employee resistance based on the emotional factors exhibited as a result of organizational change. From their early study, Coch and French (1948) acknowledged aggression and frustration in employees as the emotional factors that caused undesirable behaviors and resistance to change. Argyris and Schon (1974, 1978) noted that resistance to change is a defense mechanism caused by frustration and anxiety (Piderit, 2000). The final aspect of Piderit's conceptualization focuses on individual behavior in an attempt to define employee resistance to change. She cites Brower and Abolafia (1995) who define resistance as a particular kind of action or inaction. Ashforth and Mael (1998) define resistance as intentional acts of commission (defiance) or omission. Shapiro, Lweicki, and Devine (1995) suggest that willingness to deceive authorities constitutes resistance to change (2000). Piderit (2000) claims that: although these conceptualizations of overlap somewhat, they diverge in important ways. Finding a way to bring together these varying emphases should deepen our understanding of how employees respond to proposed organizational changes. Each of these three conceptualizations of resistance - as a behavior, an emotion, or a belief - has merit and represents an important part of our experience of response to change. Thus, any definition focusing on one view at the expense of the others seems incomplete (p. 785). According to Dent & Goldberg (1999), individuals aren't really resisting the change, but rather they may be resisting the loss of status, loss of pay, or loss of comfort. They claim that, "it is time that we dispense with the phrase resistance to change and find a more useful and appropriate models for describing what the phrase has come to mean - employees are not wholeheartedly embracing a change that management wants to implement" (p. 26). Taken from : Resistance to Change
IN YOUR OWN WORDS: What is your understanding of these three types of resistance (use your own words)? Give an example of each type.
In: Economics
Dr. Mohammed Juma Al Hinai working as a Branch Manager in Oman Arab Bank, Ibri, Oman from the period 2014 onwards. During the period, he got a request from a student in Ibri College of Technology, Ibri to pursue her OJT for a period of two months starting from 1st May 2020 to 30th June 2020 in Forex Management domain. But, Dr. Mohammed Juma Al Hinai is very skeptical about the student knowledge level and technical background in the subject Forex Management. In order to understand the student caliber, Dr. Mohammed Juma Al Hinai wishes to conduct a basic examination with certain terms associated to Forex Management and the details are given bellow.
|
Date & Time |
Currency Name |
Country Name |
Bid |
Ask |
|
20/04/2020 09:18:28 AM |
Philippine Peso |
Philippines |
132.4345 |
132.0393 |
|
21/04/2020 09:41:42 AM |
Philippine Peso |
Philippines |
132.3732 |
131.9766 |
|
22/04/2020 09:04:37 AM |
Philippine Peso |
Philippines |
132.403 |
132.008 |
|
23/04/2020 08:34:05 AM |
Philippine Peso |
Philippines |
132.1091 |
131.7141 |
You are required to calculate the following information from the above details:
In: Accounting
Tom Emory and Jim Morris strolled back to their plant from the administrative offices of Ferguson & Son Manufacturing Company. Tom is manager of the machine shop in the company’s factory; Jim is manager of the equipment maintenance department.
The men had just attended the monthly performance evaluation meeting for plant department heads. These meetings had been held on the third Tuesday of each month since Robert Ferguson, Jr., the president’s son, had become plant manager a year earlier.
As they were walking, Tom Emory spoke: “Boy, I hate those meetings! I never know whether my department’s accounting reports will show good or bad performance. I’m beginning to expect Page 435the worst. If the accountants say I saved the company a dollar, I’m called ‘Sir,’ but if I spend even a little too much—boy, do I get in trouble. I don’t know if I can hold on until I retire.”
Tom had just been given the worst evaluation he had ever received in his long career with Ferguson & Son. He was the most respected of the experienced machinists in the company. He had been with Ferguson & Son for many years and was promoted to supervisor of the machine shop when the company expanded and moved to its present location. The president (Robert Ferguson, Sr.) had often stated that the company’s success was due to the high-quality work of machinists like Tom. As supervisor, Tom stressed the importance of craftsmanship and told his workers that he wanted no sloppy work coming from his department.
When Robert Ferguson, Jr., became the plant manager, he directed that monthly performance comparisons be made between actual and budgeted costs for each department. The departmental budgets were intended to encourage the supervisors to reduce inefficiencies and to seek cost reduction opportunities. The company controller was instructed to have his staff “tighten” the budget slightly whenever a department attained its budget in a given month; this was done to reinforce the plant manager’s desire to reduce costs. The young plant manager often stressed the importance of continued progress toward attaining the budget; he also made it known that he kept a file of these performance reports for future reference when he succeeded his father.
Tom Emory’s conversation with Jim Morris continued as follows:
Required:
Identify the problems that appear to exist in Ferguson & Son Manufacturing Company’s budgetary control system and explain how the problems are likely to reduce the effectiveness of the system.
Explain how Ferguson & Son Manufacturing Company’s budgetary control system could be revised to improve its effectiveness.
In: Accounting