A researcher drew a random sample of 57 college students and asked whether they knew how to properly recycle e-waste. The researcher also asked them their academic major (whether they were a computer science major "yes" or "no"). The researcher obtained the results in the table below. Open the M15 Data File and follow the instructions on how to run a chi-square test in SPSS.

Do you know how to properly recycle e-waste?

Use this information to answer questions #1 - #6.

Question 1

What is the expected frequency for non-computer science majors who do not know how to properly recycle e-waste?

Question 2

What is the expected frequency for non-computer science majors who know how to properly recycle e-waste?

Question 3

What is the expected frequency for computer science majors who know how to properly recycle e-waste?

Question 4

What is the expected frequency for computer science majors who do not know how to properly recycle e-waste?

Question 5

What is the chi-square value?

Question 6

What are the df?

1- Most real estate offers are conditional on the buyer obtaining the necessary financing to complete the purchase. Based on past​ experience, one of​Canada's largest real estate agencies believes that​ 4% of the sales fail because the buyer is unable to obtain the financing approval from their mortgage broker or lender. The real estate agency has recently submitted 60 different​ offers, all of which are conditional on financing.

What is the sampling distribution model of the proportion of clients in this group who may not receive the necessary funding to purchase the​ house? Round to one decimal.

A. Mean​ = 4.0%; standard deviation​ = 0.3%

B. Mean​ = 4.0%; standard deviation​ = 2.5%

C. Mean​ = 96.0%; standard deviation​ = 2.5%

D. Mean​ = 96.0%; standard deviation​ = 0.3%

2- The director of admission of a large university is interested in determining the proportion of students who would like to live on campus in the coming academic year. Rather than examine the records for all​ students, the director randomly selects 150 students and finds that 108 of them would like to live on campus. Using a​ 90% confidence​ interval, what is the estimated true proportion of students who would like to live on campus in the coming academic​ year?

A.0.72​ ± 0.04457

B.0.72​ ± 0.060301

C.0.72​ ± 0.089582

D.0.72​ ± 0.028135

Question 5 Academic Consultants Inc. had the following selected transactions in August 2016: Aug. 1 Prepaid insurance for August through December, $1,000 4 Purchased software for cash, $800 5 Performed service and received cash, $900 8 Paid advertising expense, $300 11 Performed service on account, $3,000 19 Purchased computer on account, $1,600 24 Collected for the August 11 service 26 Paid account payable from August 19 29 Paid salary expense, $900 31 Adjusted for August insurance expense (see Aug 1) 31 Earned revenue of $800 that was collected in advance in July Show how each transaction would be handled using the cash basis and the accrual basis. Under each column, give the amount of revenue or expense for August. Journal entries are not required. Use the following format for your answer, and show your computations. Academic Consultants Inc. Amount of Revenue (Expense) for August 2016 Date Cash Basis Accrual Basis Aug 1 Revenue/(Expense) Amount Revenue/(Expense) Amount Compute August income (loss) before tax under each accounting method Explain which measure of net income or net loss is preferable.

The finance director at Ubuntu University of Science and Technology is concerned about the overhead costs at her university. Cost pressures are severe and so controlling and reducing overheads is very important. The director believes overhead costs incurred are generally a function of the number of different academic programmes, and the number of enrolled students. The following data has since been collected for analysis:

Required

a) Using the above data, estimate the regression line

. b) Calculate the coefficient of determination.

c) What insights do the analyses provide about controlling and reducing overhead costs at the university?

You are the director of admission office. Your job every year is to decide the number of offer letters to issue to undergraduate degree applicants. For the academic year 2016/2017, the school has a capacity to enroll 7,200 undergraduate students, but the school is so popular that you received more than 20,000 applications. However, you know from past year records many students not only got offer from UBC but also from other good schools in Canada and the US. The yield rate for the school is far less than 100% (the ‘yield rate’ refers to the proportion of students accept the school offers among all the students to whom UBC issue the offer letters). Assume the school has spent large amount of sunk cost in its undergraduate program for a designed capacity to enroll 7,200 students, such as upgrading classrooms, expanding residential houses, hiring additional teaching instructors and administration staff. (a) Will you issue more than 7,200 offer letters for 2016/2017 academic year? (b) What is the trade-off between issuing more than 7,200 offer letters and issuing exactly 7,200 offer letters?(c) How to determine the optimal number of offer letters to issue? What information do you need, and how to get such information?

Database Systems - Security and Administration

Jak University is a leading higher education institution that is well known throughout Malaysia for its academic achievements. It is proven that this university exists in all major cities in Malaysia. Jak University is also in Kuala Lumpur and as a management center, has 100 thousand students and 10 thousand lecturers spread across several branch campuses. The learning process is done face-to-face and online. Each campus in each city can join virtual classes, so that the data from each campus can be connected to one another. Academic data from each campus branch is stored in files and then sent to the Center in Kuala Lumpur and each campus can also share data (share files). However, after this university has been operating for several years, the number of lecture transactions has increased, so that the volume of data stored in files is getting bigger. So in day-to-day operations often experience problems access to data, both when sending data and when accessing data from other campuses.

Question:

1. The University of Jak uses a file-based approach in managing its academic data. But over time began to experience problems with data accessibility.
You were appointed as a Database Consultant to change the data management process at the University of Jak using a database approach. You need to explain to the Management in Kuala Lumpur so that the leaders can understand and be sure about the proposed application of the database approach, where this approach can support operational performance in data management. Explain what is meant by a file-base approach and a database approach. Also describe the advantages and disadvantages of each.

2. If the management approves the proposal, then you need to design a good database architecture. You can choose a Three-Tier Client-Server architecture.

3. The hardware running the DBMS must continue to operate even if one of the hardware components is damaged due to various factors. One solution is to implement RAID technology. Describe what RAID technology is. Also explain by providing examples of how each RAID level is implemented.

I need to write an essay on: cause and effect/ USA spends about 54% of its total federal budget on the Military. Military spending in the USA is far greater than any nation in the world. (USA spends more on military than the next 10 highest spenders combined, 4 times China who is second on the list etc) Why does USA need to spend so much more on its military than other countries (cause), and what is/are the results of all this spending (effect)?

Create an essay which supports some position on an issue related to the following 3 topics and support by showing causes and effects. Although there are many possible strategies, most students will find it easier to focus a thesis statement a limited number of causes and effects or even on a single most important example. This will allow the essay to develop a sufficient depth. The essays should not be a simple list of causes or effects, but an essay that takes a position on why a condition exists and or argues the results of this condition. Some writers may even be able to create a strong focused thesis by suggesting a solution or arguing for some clear change of policy. The goal is to create an essay that allows you to develop a position or argument in a cause and effect essay. A strong thesis statement is very important and students should underline it in the final draft of their essay.

This essay will require research and a good deal of time learning about your chosen topic, so make sure to plan ahead and give yourself enough time to learn before you start writing.

Essay should be 4 pages long and it must have a minimum of 3 academic sources—no Wikipedia, encyclopedias, dictionaries etc. Use the library resources to find legitimate, academic sources. The Riverland Library and the library’s web site offer many useful databases and resources for researchers. Most of these sources are consider academic good, sources. I suggest you get comfortable with library and its research tools because you will need to use effective source material for our last two essays.

Western State University (WSU) is preparing its master budget for the upcoming academic year. Currently, 16,500 students are enrolled on campus; however, the admissions office is forecasting a 8 percent growth in the student body despite a tuition hike to $85 per credit hour. The following additional information has been gathered from an examination of university records and conversations with university officials:

• WSU is planning to award 200 tuition-free scholarships.
• The average class has 20 students, and the typical student takes 15 credit hours each semester. Each class is three credit hours.
• WSU’s faculty members are evaluated on the basis of teaching, research, and university and community service. Each faculty member teaches five classes during the academic year.

1.Prepare a tuition revenue budget for the upcoming academic year.

2.Determine the number of faculty members needed to cover classes.

3. Assume there is a shortage of full-time faculty members. Select at least five actions that WSU might take to accommodate the growing student body by selecting an "X" next to the action.

4.You have been requested by the university’s administrative vice president (AVP) to construct budgets for other areas of operation (e.g., the library, grounds, dormitories, and maintenance). The AVP noted: “The most important resource of the university is its faculty. Now that you know the number of faculty needed, you can prepare the other budgets. Faculty members are indeed the key driver—without them we don’t operate.” Are faculty members a key driver in preparing budgets? Yes or No?

Modernization of NTUC Income

Sources: Melanie Liew, Computerworld, July 2004; “NTUC Income of Singapore Successfully Implemented eBaoTech Lifesystem,” ebaotech.com, accessed November 2008; Neerja Sethi & D G Allampallai, “NTUC Income of Singapore (A): Re-architecting Legacy Systems,” asiacase.com, October 2005

NTUC Income (“Income”), one of Singapore’s largest insurers, has over 1.8 million policy holders with total assets of S$21.3 billion. The insurer employs about 3,400 insurance advisors and 1,200 office staff, with the majority located across an eight-branch network. On June 1, 2003, Income succeeded in the migration of its legacy insurance systems to a digital webbased system. The Herculean task required not only the upgrading of hardware and applications, it also required Income to streamline its decade-old business processes and IT practices.

Until a few years ago, Income’s insurance processes were very tedious and paper-based. The entire insurance process started with customers meeting an agent, filling in forms and submitting documents. The agent would then submit the forms at branches, from where they were sent by couriers to the Office Services department. The collection schedule could introduce delays of two to three days. Office Services would log documents, sort them, and then send them to departments for underwriting. Proposals were allocated to underwriting staff, mostly at random. Accepted proposals were sent for printing at the Computer Services department and then redistributed. For storage, all original documents were packed and sent to warehouses where, over two to three days, a total of seven staff would log and store the documents. In all, paper policies comprising 45 million documents were stored in over 16,000 cartons at three warehouses. Whenever a document needed to be retrieved, it would take about two days to locate and ship it by courier. Refiling would again take about two days.

In 2002, despite periodic investments to upgrade the HP 3000 mainframe that hosted the core insurance applications as well as the accounting and management information systems, it still frequently broke down. When a system breakdown did occur, work had to be stopped while data was restored. Additionally, the HP 3000 backup system could only restore the data to the version from the previous day. This meant that backups had to be performed at the end of every day in a costly and tedious process, or the company would risk losing important data. In one of the hardware crashes, it took several months to recover the lost data. In all, the HP 3000 system experienced a total of three major hardware failures, resulting in a total of six days of complete downtime.

That was not enough. The COBOL programs that were developed in the early 1980s and maintained by Income’s in-house IT team also broke multiple times, halted the systems, and caused temporary interruptions. In addition, the IT team found developing new products in COBOL to be quite cumbersome and the time taken to launch new products ranged from a few weeks to months.

At the same time, transaction processing for policy underwriting was still a batch process and information was not available to agents and advisors in real-time. As a result, when staff processed a new customer application for motor insurance, they did not know if the applicant was an existing customer of Income, which led to the loss of opportunities for cross-product sales, as staff had to pass physical documents between each other and there was no means of viewing an up-to-date report on a customer’s history on demand. Furthermore, compatibility issues between the HP 3000 and employees’ notebooks caused ongoing problems, especially with a rise in telecommuting.

All this changed in June 2003, when Income switched to the Java based eBao LifeSystem from eBao Technology. The software comprised three subsystems - Policy Administration, Sales Management and Supplementary Resources — and fulfilled many of the company’s requirements, from customerorientated design to barcode technology capabilities, and the ability to support changes in business processes.

Implementation work started in September 2002 and the project was completed in nine months. By May 2003, all the customization, data migration of Income’s individual and group life insurance businesses and training were completed.

The new system was immediately operational on a high-availability platform. All applications resided on two or more servers, each connected by two or more communication lines, all of which were “load balanced.” This robust architecture minimized downtime occurrence due to hardware or operating system failures.

As part of eBao implementation, Income decided to replace its entire IT infrastructure with a more robust, scalable architecture. For example, all servicing branches were equipped with scanners; monitors were changed to 20 inches; PC RAM size was upgraded to 128 MB; and new hardware and software for application servers, database servers, web servers, and disk storage systems were installed. Furthermore, the LAN cables were replaced with faster cables, a fibre-optic backbone, and wireless capability.

In addition, Income also revamped its business continuity and disaster-recovery plans. A real-time hot backup disaster-recovery center was implemented, where the machines were always running and fully operational. Data was transmitted immediately on the fly from the primary datacentre to the backup machines’ data storage. In the event of the datacentre site becoming unavailable, the operations could be switched quickly to the disaster recovery site without the need to rely on restoration of previous day data.

Moving to a paperless environment, however, was not easy. Income had to throw away all paper records, including legal paper documents. Under the new system, all documents were scanned and stored on “trusted” storage devices - secured, reliable digital vaults that enabled strict compliance with stringent statutory requirements. Income had to train employees who had been accustomed to working with paper to use the eBao system and change the way they worked.

As a result of adopting eBao Life System, about 500 office staff and 3,400 insurance advisors could access the system anytime, anywhere. Staff members who would telecommute enjoyed faster access to information, almost as fast as those who accessed the information in the office.

This allowed Income to view a summary of each customer over different products and business areas. As a result, cross-selling became easier, and customer service could be improved. Simplified workflows cut policy processing time and cost by half, and greatly reduced the time required to design and launch new products from months to days.

Additionally, the systems allowed for online support of customers, agents and brokers.

CASE STUDY QUESTIONS

1. What were the problems faced by Income in this case? How were the problems resolved by the new digital system?

2. What types of information systems and business processes were used by Income before migrating to the fully digital system?

3. Describe the Information systems and IT infrastructure at Income after migrating to the fully digital system?

4. What benefits did Income reap from the new system?

5. How well is Income prepared for the future? Are the problems described in the case likely to be repeated?