Question 2:

In this part, we will use t-procedures. t-procedures are both confidence intervals and hypothesis tests that

use a t distribution. They are called t-procedures because they rely on a t-test statistic and/or a t-critical

value, so we only need to know the results of a sample in order to perform these procedures for a population

You will use the data file TempSample00-18.

(THIS is Temp sample data)

YEAR,Month,High Temperature

2000,Jan,45

2000,Jan,48

2001,Jan,49

2003,Jan,62

2003,Jan,53

2004,Jan,42

2004,Jan,47

2005,Jan,40

2005,Jan,47

2006,Jan,48

2006,Jan,47

2007,Jan,51

2007,Jan,34

2007,Jan,47

2009,Jan,50

2011,Jan,35

2012,Jan,44

2013,Jan,38

2013,Jan,53

2013,Jan,42

2014,Jan,58

2014,Jan,47

2014,Jan,44

2015,Jan,52

2016,Jan,44

2017,Jan,49

2018,Jan,54

2000,Feb,48

2001,Feb,47

2004,Feb,47

2007,Feb,51

2008,Feb,51

2008,Feb,55

2011,Feb,45

2014,Feb,37

2014,Feb,54

2014,Feb,58

2015,Feb,54

2017,Feb,52

2017,Feb,44

2017,Feb,45

This includes an SRS of daily temperature highs from January and February from the years 2000-2018

(i.e. “recent” highs). The distribution of “recent” daily high temperatures is approximately Normal.

A.

1) Describe the intended population?

2) Describe the sample?

3) Describe the variable of interest?

4) Describe the parameter of interest (in context)?

5) Describe the statistic of interest (in context)? Give a numerical value along with your description.

Round to two decimal places.

B.

1) Check that the conditions for using t-procedures are satisfied. If they are not, discuss whether or not it is reasonable to use t-procedures.

C.

1) What degrees of freedom are needed?

2) What critical value is used to compute a 95% confidence interval?

3) Give the 95% confidence interval. Round to two decimal places.

4) Interpret your 95% confidence interval.

D.

1) Perform a hypothesis test for α = .01. Be sure to interpret your p-value in context.

E.

1) Based on your work in Part B, what would you say about the daily high temperature for “recent” years compared to “historical” years?

Question 2:

In this part, we will use t-procedures. t-procedures are both confidence intervals and hypothesis tests that

use a t distribution. They are called t-procedures because they rely on a t-test statistic and/or a t-critical

value, so we only need to know the results of a sample in order to perform these procedures for a population

You will use the data file TempSample00-18.

(THIS is Temp sample data)

YEAR,Month,High Temperature

2000,Jan,45

2000,Jan,48

2001,Jan,49

2003,Jan,62

2003,Jan,53

2004,Jan,42

2004,Jan,47

2005,Jan,40

2005,Jan,47

2006,Jan,48

2006,Jan,47

2007,Jan,51

2007,Jan,34

2007,Jan,47

2009,Jan,50

2011,Jan,35

2012,Jan,44

2013,Jan,38

2013,Jan,53

2013,Jan,42

2014,Jan,58

2014,Jan,47

2014,Jan,44

2015,Jan,52

2016,Jan,44

2017,Jan,49

2018,Jan,54

2000,Feb,48

2001,Feb,47

2004,Feb,47

2007,Feb,51

2008,Feb,51

2008,Feb,55

2011,Feb,45

2014,Feb,37

2014,Feb,54

2014,Feb,58

2015,Feb,54

2017,Feb,52

2017,Feb,44

2017,Feb,45

This includes an SRS of daily temperature highs from January and February from the years 2000-2018

(i.e. “recent” highs). The distribution of “recent” daily high temperatures is approximately Normal.

A.

1) Describe the intended population?

2) Describe the sample?

3) Describe the variable of interest?

4) Describe the parameter of interest (in context)?

5) Describe the statistic of interest (in context)? Give a numerical value along with your description.

Round to two decimal places.

B.

1) Check that the conditions for using t-procedures are satisfied. If they are not, discuss whether or not it is reasonable to use t-procedures.

C.

1) What degrees of freedom are needed?

2) What critical value is used to compute a 95% confidence interval?

3) Give the 95% confidence interval. Round to two decimal places.

4) Interpret your 95% confidence interval.

D.

1) Perform a hypothesis test for α = .01. Be sure to interpret your p-value in context.

E.

1) Based on your work in Part B, what would you say about the daily high temperature for “recent” years compared to “historical” years?

Read "St. John's Re-engineering"

Write a paper addressing what did the administration of this organization do wrong during the implementation of its strategic changes.

St. John’s Hospital, a medium-sized hospital located in Seattle, Washington, was established in 1894 with a primary mission of caring for the sick and downtrodden. The hospital had grown and developed as a solo facility until 2000, when it merged with a suburban hospital, St. Agnes. This merger caused many changes in the organizational structure of both hospitals. A corporate office was established and located approximately halfway between the facilities. The president of St. John’s, Jeff Jacobs, was promoted to the position of corporate president, and the president of St. Agnes became the senior vice-president. The early 2000s was a busy time for the corporate office. By 2002 it had 45 employees. The hospitals diversified their organization by purchasing a number of urgent care centers, physician office practices, and skilled nurs- ing facilities. Jacobs was certain that integration would create stability and financial success. However, the urgent care centers and the skilled nursing facilities barely broke even, and the physician office practices lost almost half a million dollars per year. As the years progressed, it became increasingly criti- cal for the hospitals to generate enough cash flow and profit to subsidize the other parts of the corporation. Both hospitals did reasonably well in the early 2000s, but with reduc- tions in Medicaid and Medicare reimbursements, their margins narrowed. By 2003 both hospitals were earning less than a 2 percent net profit margin, and the prospects for 2004 seemed worse. 2003 was the first year patient revenues did not cover expenses. After seeing these figures, Jacobs called an emergency executive session. Those in attendance included the presidents of both hospitals, Jacobs, and corporate legal counsel. The only item on the agenda was to figure out what to do to get back into the black. The first to speak was Joe Alexander, who at that point had served as corporate counsel for four years. He had been a staunch promoter of total quality management (TQM) since it had been introduced in 1993. How- ever, because the system had not prospered recently, he and many others had become discouraged with the principles of TQM. Something stronger was needed to reenergize the hospitals and corporation. A few weeks prior to the meeting, Alexander was pondering this dilemma as he opened the afternoon mail. Among his many letters, a bright mailer caught his eye. It was an invitation to a local seminar on hospital reengineering. He had read material about reengineering in Fortune and other popular magazines and knew that prominent companies like Taco Bell and AT&T claimed they had experienced huge improvements as a result of their reengineering efforts. The local seminar cost only $250, so he decided to attend. He finished the seminar the day before the emergency executive session. “I just came back from a seminar that may be the ticket to save our hides,” said Alexander. “Reengineering has been widely used in many indus- tries to radically improve firms’ costs, quality, and speed. I wish we had learned more about this opportunity earlier; we might not have wasted so much time on TQM.” “Tell us more about it,” said Jacobs. “Well, it is a way to improve processes. Everything we do in an organi- zation involves processes. Reengineering involves designing and implement- ing the most efficient, needed processes. It dramatically lowers costs—some say as much as 30 percent—and improves quality.” Additional discussion ensued, during which the decision was reached to put Alexander in charge of an effort to reengineer both hospitals. With great enthusiasm, Alexander took the corporate CFO, Mac, to another conference to learn how to implement this great process innovation. They wanted to be thorough, so they worked with an external consulting firm and developed a series of principles on which to focus. Alexander pre- sented them to Jacobs for approval. Alexander stated, “Thank you for the opportunity to develop this pro- cess. I think with our team and these guiding principles we can really reduce our costs and strategically position ourselves for competitive advantage.” Jacobs asked, “Tell me again the seven principles you developed.” Alexander responded: 1. “Process-oriented organiz

1. “Process-oriented organization; 2. Benchmarks set as achievement goals; 3. Blank sheets (biases were too strong among established people);

4. Standardization between the hospitals; 5. Employee-led teams—most efficient structure (reduces the need for mid-managers); 6. Three key areas of focus: access, materials, and delivery of care; and 7. Dealing with union issues de facto. I just need your approval to get moving and to get Mac to help us start sav- ing money.” “Joe, I think you have done a wonderful job,” replied Jacobs. “Get to work and let’s get this hospital system in shape.” Alexander quickly began to organize an implementation team. He brought in Second Chance Consulting Inc. and with the CFO selected 36 employees from each of the two hospitals to design changes. These employees were divided into three groups. One group was put in charge of access, one in charge of materials, and one in charge of delivery of care. The consultants set benchmarks of 20 percent reductions in costs in each area. Alexander was concerned that staff in the key areas might be resistant to changing their processes, and he wanted a fresh perspective. He therefore asked that all of the people invited to participate be assigned to areas out- side their own. He also decided not to include any of the hospital managers and department heads, believing they would not represent the best for the hospital as a whole. The teams spent a total of six weeks intensively designing new stan- dardized processes that could be implemented across the two hospitals. At hospital roadshows, corporate personnel talked about the great changes that were being designed. Staff were told that the changes would save the hospi- tals from ruin and reverse their fortunes. However, some expressed skepticism. As the date of implementation neared, the hospitals’ administrators—perturbed by what they considered a show of disloyalty—told managers that those who did not support the effort should look for other work. Dissent immediately went underground, and the administrators believed they finally had all managers on board. At the end of the six weeks, a detailed “battle plan” was crafted to reengineer the organization. Four from each team were retained to imple- ment the designed solutions. The rest of the team members were disbanded. Each employee involved in designing the changes was given a laptop com- puter as thanks for his/her work. The first action was to eliminate two-thirds of the nursing mid- managers. This change was projected to yield savings of $2 million per year. It was instituted to promote team-based authority among the nursing units, although many nurses feared that quality and communication would suffer.

Other changes soon followed. The cafeteria was eliminated; patient food menus were minimized; a new position combining food service, housekeep- ing, and transportation was created; and the admissions staff was cut by half, among other major changes. Hospital executives required that the changes be implemented, but managers and employees found that many were impractical. Some issues caused by the changes were not addressed, such as admitting Medicaid patients after half of the admissions staff had been eliminated. Access to the hospital slowed to a crawl because many Medicaid patients had to wait for verification of benefits. The elimination of the cafeteria forced employees to bring in food or leave for meals, reducing employees’ work time. The minimization of patient food menus was a disaster. The three same menus were rotated over and over, and dinner on Wednesdays was always the same: corned beef and cabbage. Patient complaints about food skyrocketed. The hospital unions also complained and refused to cooperate. The new position required a lot of cross-training, and the union demanded wage increases for each new skill employees had to acquire. Most new positions increased existing personnel’s wages by about $1.00/hour. Materials man- agement was decentralized, and 18 new people had to be hired as a result; this change seemed to increase, not decrease, costs. Although the changes clearly were not producing positive results, managers were reluctant to express their concerns to hospital administrators. The executives remained positive and were certain that the changes would save their hospitals. Alexander continued to be a big supporter of reengineer- ing and cited sabotage and bad attitudes as reasons for the lack of success. His focus was to stay the course and fully implement the plan. He reminded managers that loyalty and commitment were required to move forward. After a tumultuous year of implementing the changes, the hospitals’ financial losses accelerated. Costs did not decline significantly, but the num- ber of patients declined. Employee and patient satisfaction were at an all-time low. St. John’s board of trustees became concerned and began to question the organization’s direction. Questions 1. What problems arose during the reengineering at St. John’s? 2. How could the executives have improved the process of change at St. John’s? 3. What next steps would you have recommended to the corporation’s board?

The project is adapted from the Chapter 4 Case Study dealing with North–South Airline In January 2012, Northern Airlines merged with Southeast Airlines to create the fourth largest U.S. carrier. The new North–South Airline inherited both an aging fleet of Boeing 727-300 aircraft and Stephen Ruth. Stephen was a tough former Secretary of the Navy who stepped in as new president and chairman of the board.

Stephen’s first concern in creating a financially solid company was maintenance costs. It was commonly surmised in the airline industry that maintenance costs rise with the age of the aircraft. He quickly noticed that historically there had been a significant difference in the reported B727-300 maintenance costs (from ATA Form 41s) in both the airframe and the engine areas between Northern Airlines and Southeast Airlines, with Southeast having the newer fleet.

On February 12, 2012, Peg Jones, vice president for operations and maintenance, was called into Stephen’s office and asked to study the issue. Specifically, Stephen wanted to know whether the average fleet age was correlated to direct airframe maintenance costs and whether there was a relationship between average fleet age and direct engine maintenance costs. Peg was to report back by February 26 with the answer, along with quantitative and graphical descriptions of the relationship.

Peg’s first step was to have her staff construct the average age of the Northern and Southeast B727-300 fleets, by quarter, since the introduction of that aircraft to service by each airline in late 1993 and early 1994. The average age of each fleet was calculated by first multiplying the total number of calendar days each aircraft had been in service at the pertinent point in time by the average daily utilization of the respective fleet to determine the total fleet hours flown. The total fleet hours flown was then divided by the number of aircraft in service at that time, giving the age of the “average” aircraft in the fleet.

The average utilization was found by taking the actual total fleet hours flown on September 30, 2011, from Northern and Southeast data, and dividing by the total days in service for all aircraft at that time. The average utilization for Southeast was 8.3 hours per day, and the average utilization for Northern was 8.7 hours per day. Because the available cost data were calculated for each yearly period ending at the end of the first quarter, average fleet age was calculated at the same points in time. The fleet data are shown in the following table.

The project is derived from a case study located at the end of chapter 4 dealing with regression analysis. Please note, however that some of the numbers in the project tables in the text have been changed so students should get their complete instructions from the Project area provided in Getting Started section of the Table of Contents. Students should use the Data Analysis add-on pack from the standard Microsoft Excel software available in every Microsoft Office software since 2007. The project requirements are:  

1. Prepare Excel Data Analysis Regression Tables demonstrating your excellence at determining Northern and Southeast Costs to Average Age. Besides the data tables, copied from the project instructions, four regression models are required each on a separate tab. Place each regression model with supporting data labels, line fit plots, and other required items on a separate worksheet tab.
2. On each worksheet tab (other than the data table tab) include:
   1. a copy of your data entry screen (Use Alt+Print Screen to copy picture of Regression Data Entry from Data Analysis in Excel and paste on correct worksheet tab).
   2. The regression model derived from the data tables.
   3. Line Fit Plot for each Worksheet tab.
   4. Labels of the data included.
   5. Highlight with yellow and label the following four items on each regression model:
      1. Coefficient of determination
      2. Coefficient of correlation or covariance
      3. Slope, and
      4. Beta or intercept
3. Finally prepare a formal response, using Microsoft Word, from Peg Jones’s to Stephen Ruth explaining your numbers and calculations. Which costs are correlated with the average age of the aircraft? What is the slope and beta? Explain the coefficient of determination and covariance. Explain how this information benefits each airline.

Submit your Excel Worksheet with five tabs (data, plus 4 tabs for the regressions) to the assignment drop box. Also include your formal response in a Microsoft Word document. Late work will not be accepted. The Excel worksheet and Word documents must be submitted BEFORE then end of Unit 7. This project is worth 160 points.

Note: Dates and names of airlines and individuals have been changed in this case to maintain confidentiality. The data and issues described here are real.

Northern Airline Data (numbers have been changed from text)

Southeast Airline Data (numbers have been changed from text)

Suppose you are working on a project of an organisation. As a stakeholder of the project, you feel that the project needs some changes/revisions. The changes/revisions could be but are not limited to

A. The budget

B. Schedule

C. Quality measures

D. Scope

E. Availability of resources (both materials and manpower)

Based on these facts, your writing should cover the following key points but are not limited to:

A. Identify and overview a detailed description of the proposed changes (the changes with as much detail as possible).

B. Discuss the background information for the present situation and the proposed changes

C. Outline the necessity of the proposed changes.

D. Discuss the intended benefits of the proposed changes.

E. Describe your professional developments you can achieve from this changed project.

Political Science

32. The rise of feudalism during high middle ages is associated with?

•Absolute monarch justified by divine rights of kings

•A constitutional monarchy in which parliament is supreme

•A theocracy in which the state is ruled by the church

•A decentralized state in which the king is weak and the nobility and clergy are strong

33. Which important peace agreement is associated with the process of finalizing the state as the most important unit of analysis in world history and politics?

•The Peace of Utrecht of 1713 that ended the war of the Spanish succession

•The Versailles peace treaty

•The Peace of Augsburg of 1555 that ended the war of the League of Schmalkald

•The Peace of Westphalia of 1648 that ended the 30 year war

34. In the late middle ages, which social class and its interest in law and order is credited with the rise of the concept of statehood?

•The middle class, Bourgeoisie

•The Aristocracy-Nobility

•The Peasants

•The working class-Proletariats

Daniel, age 38, is single and has the following income and expenses in 2018:

Salary income $60,000

Net rent income 6,000

Dividend income 3,500

Payment of alimony in accordance with the separation agreement which was signed in 2018 12,000

Mortgage interest on residence 9,900

Property tax on residence 1,200

Contribution to traditional IRA (assume the amount is fully deductible) 5,000

Contribution to United Church 2,100

Loss on the sale of real estate (held for investment) 2,000

Medical expenses 3,250

State income tax 300

Federal income tax 7,000

1) What is Daniel's gross income?

2) What is Daniel's AGI?

3) What is Daniel's Total itemized deductions (after any limitations)? This is all for 2018.

If you could can you please explain how you got to the correct answer?

Thanks, I appreciate it much!

Janice, age 32, earns $50,000 working in 2020. She has no other income. Her medical expenses for the year total $4,000. During the year, she suffers a casualty loss of $7,500 when her apartment is damaged by flood waters (part of a Federally declared disaster area). Janice contributes $10,000 to her church. On the advice of her friend, Janice is trying to decide whether to contribute $1,000 to a traditional IRA.

Complete the table to show the effect the IRA contribution would have on Janice's itemized deductions.

The $1,000 IRA contribution would increase  Janice's itemized deductions by $.____ As a result, the $1,000 IRA contribution reduces her taxable income by $.____

1. Maria’s sisters have died, as have most of her closest friends. At age 78, Maria has left her house, her neighborhood, and her church activities and moved to another state in order to live close to her oldest son and his family. Describe some of the effects this move might have on Maria’s personal relationships. What are some of the risks that will be involved if Maria does not have the ability or the opportunity to make new friends?

2. Take a look at your life currently and list all of the important friendships, family relationships, and any other people who you considers to be in your social-support system. From that list who do you expect to be in your social convoy when you reach 80 years of age and explain how social relationships are important in late adulthood.

In your own words define and explain “marketing concept” and the “4P’s.” Provide an example of a company that uses one or both approaches.
• Define “marketing” and “sales” and explain how they are different from one another. How are they dependent upon one another?
• Does “marketing” have a function in church operations? Explain and support your answer.

Generational trends lead to distinctly different attitudes, values, and behavioral patterns that must be considered when developing a market plan.

• Identify the “generational cohorts” according to our text, and explain their differences in values and motivational factors.
• Identify an advertisement or commercial that targets only one of the generational groups. Describe the promotion in detail and identify the intended group.

Explain how the Scripture verse “Jesus Christ is the same yesterday and today and forever” (Heb. 13.8) relates to the “generational cohort” discussion in the above exercise.