The university would like to conduct a study to estimate the true proportion of all university students who have student loans. According to the study, in a random sample of 215 university students, 86 have student loans. (a) Construct a 99% confidence interval for estimating the true proportion of all university students who have student loans (b) Provide an interpretation of the confidence interval in part (a). (1mark) (c) Conduct an appropriate hypothesis test, at the 1% level of significance to test the claim that more than 30% of all university students have student loans. Provide the hypothesis statement Calculate the test statistic value Determine the probability value

The university would like to conduct a study to estimate the true proportion of all university students who have student loans. According to the study, in a random sample of 215 university students, 86 have student loans.

(a) Construct a 95% confidence interval for estimating the true proportion of all university students who have student loans (2 marks)

(b) Provide an interpretation of the confidence interval in part (a). (1mark)

(c) Conduct an appropriate hypothesis test, at the 5% level of significance to test the claim that more than 30% of all university students have student loans.

1. Provide the hypothesis statement
2. Calculate the test statistic value
3. Determine the probability value

The university would like to conduct a study to estimate the true proportion of all university students who have student loans. According to the study, in a random sample of 215 university students, 86 have student loans.

(a) Construct a 95% confidence interval for estimating the true proportion of all university students who have student loans

(b) Provide an interpretation of the confidence interval in part (a). (1mark)

(c) Conduct an appropriate hypothesis test, at the 5% level of significance to test the claim that more than 30% of all university students have student loans.

1. Provide the hypothesis statement
2. Calculate the test statistic value
3. Determine the probability value

Case End of Chapter 10 page 373 - Small Teams, No Titles: Life at W. L. Gore –

After reading the case please answer each question below--

The classic Gore culture began in the basement of the home of Bill Gore, who left DuPont in 1958 to create his own enlightened version of the workplace. Gore built the company upon four core principles—fairness; the freedom to encourage others to grow in knowledge, skill, and responsibility; the ability to honor one's own commitments; and consultation with others before taking action that could affect the company “below the waterline.” Instead of the typical corporate hierarchy, he created a “flat lattice” organization that had not only no titles, but also no chains of command or predetermined channels of communication.

In Gore's model, associates communicate directly with one another and are accountable to their peers rather than bosses. Ideally, leaders in the company emerge naturally by demonstrating special knowledge, skill, or experience—“followship.”

The $1.84 billion company's flat organizational structure makes it exceptionally nimble. “If someone has an idea for a new product, they don't have to go up a hierarchy to find some boss to approve it,” says John Sawyer, chairman of the department of business administration at the University of Delaware. “Instead, they have to find peers in the organization who support the idea and will work with them. That open style of communication allows ideas to come up from the bottom.”

The company developed shred-resistant Glide dental floss, for example, after an associate wondered whether Gore's industrial fibers could be used for cleaning teeth as well. Engineers at Gore's Flagstaff, Arizona, plant worked for three years on their own to develop plastic-coated guitar string before they offered the product of their inspiration to the company, which successfully marketed it.

In his bestselling book The Tipping Point, author Malcolm Gladwell describes Gore's traditional practice of limiting the size of its plants to roughly 150 workers, because that was the largest group of people who could know one another well enough to converse in the hallway. Today, however, human resources associate Brinton works in a plant with more than 300 fellow associates. More important, associates in multiple countries may have to work together to service a single multinational client. In addition to encouraging the old hallway chats, Gore now has regular plant communications meetings where leaders share with the associates' news about company performance, discuss safety, and introduce new workers.

“It's a challenge to get bigger while staying small,” Brinton says. Associates still work in small teams and frequently meet face to face—though in some cases the teammates may be on several continents and do much of their communicating by phone or e-mail. “It's tough to build relationships by e-mail,” Brinton says. “For us, that's a work in progress right now. We do bring global teams together physically on a fairly regular basis.” Brinton can't calculate the expense of such travel, but says it is substantial.

In recent years, Gore has also begun subjecting its product development process to more discipline, the University of Delaware's Sawyer says. While associates still initiate their own projects and build support for them, an evaluation team measures their progress against metrics or goals that must be reached in order for a project to progress.

Gore's recruiters still spend months and sometimes years filling job vacancies because it isn't easy to find people who not only have the right skills, but also are temperamentally and intellectually suited for the unorthodox environment. “It isn't a company for everyone,” Brinton says. “It takes a special kind of person to be effective here—someone who is really passionate about sharing information, as opposed to controlling it. Someone who can handle a degree of ambiguity, as opposed to ‘Here's my job and I only do these tasks.’ Someone who's willing to lift his or her head up from the desk and see what the business's real needs are.”

These days, Gore associates use the company intranet to seek out opportunities elsewhere in the organization, but personal relationships still remain at the core of the company's development process—the relationship between an associate and his or her sponsor, and the relationships among sponsors. “The sponsor's role is to be broadly knowledgeable about the business, to be able to help the associate find opportunities,” Brinton says.

While other companies have instituted small, self-managed teams and some other aspects of Bill Gore's philosophy, no imitator has taken those concepts as far as the company he founded, says Henry Sims, Jr., a professor of management at the University of Maryland's graduate business school and an expert on self-managing teams. “One of the things that's different about Gore is that they started with this philosophy,” Sims says.

“There's a lot of evidence that these small, empowered teams can be very effective, but they take a great deal of time and attention to develop. And changing to that system requires a period of difficult and frustrating transition,” he says. “Once teams reach a mature stage, as they have at Gore, they can do things a lot better. They can produce products at a lower cost, bring in new processes more rapidly and smoothly, innovate more quickly.”

For full credit you must post your initial response 7 days from the opening of the DB and respond to at least two other students posts.

Discussion Questions

1. Gore's philosophy is focused on interpersonal relationships so much so that accountability is said to be to peers rather than one's supervisor. Are there any possible disadvantages to this approach?

2. What effective team principles or practices is Gore using?

3. What do you think it takes to be successful at Gore? How much do you think you could personally achieve in their environment?

4. How can you apply what you have learned from this chapter in your work or future career?

Problem 1. A total of 2,224 people sailed on the maiden voyage of the RMS Titanic, the second of the White Star Line’s Olympic-class ocean liners, from Southampton, England, to New York City. Partway through the voyage, the ship struck an iceberg and sank in the early morning of 15 April, 1912. Here are the mortality data of Titanic.

a. If an individual who was aboard the Titanic is randomly selected, what is the probability the individual is an adult man?

b. If an individual who was aboard the Titanic is randomly selected, what is the probability that the individual is an adult man, given that the selected person died?

c.What is the probability of getting a boy or a girl, given that the randomly selected person is someone who survived?

d. What is the probability of getting an adult man or an adult woman, given that the randomly selected person is someone who died?

(5) (15 pts) FIS and FST (a) A SNP on human chromosome 2 (rs4988235) has the following allele frequencies in 4 human populations:

0.590 in Finland

0.080 in Italy

0.000 in Yoruba

0.000 in Japan Given these data, compute FST for this SNP. (b) Another SNP on human chromosome 6 (rs4707151) has the following allele frequencies in 4 human populations:

0.323 in Finland

0.384 in Italy

0.229 in Yoruba

0.087 in Japan Given these data, compute FST for this SNP. (c) Based on the values of FST computed above, which SNP do you think is under natural selection in Northern Europe? Why?

An insurance company insures large number of independent individual houses. The expected
average loss for each house for 1 year period is $600, and the standard deviation of the average
loss is $100. Let us assume that the average loss follows the normal distribution. Using
Normdist() function in Excel, calculate the probability that the average loss will exceed $850 (show the detailed steps)

1. Most small companies have a problem with proper internal control. What would you do to improve the situation below?

A small company has a one person office. This person handles all inflows and outflows of monies. A separate individual makes deposits weekly. The owner has access to all records, accounts, company credit cards etc. The individual who is head of advertising can also issue checks and has access to accounting records.

Tommy Toadflax, the CEO and founder of Toadflax Enterprises, decides to hire an office manager for his growing business. Tommy places an ad in the local newspaper with the statement that “a four year Bachelor’s degree is required and an MBA is preferred” for this position. Other office managers in the same industry do not have or need an MBA, but Tommy feels that the MBA will make his company “look better” to prospective customers. Using a form he found on the internet, Tommy has all applicants submit a resume and complete a basic online job application that asks them their name, address, gender and date of birth. Tommy interviews 2 finalists for the position: a man, John Jessamine, and a woman, Mary Mistletoe, both of whom meet the minimum qualifications for the job. In addition to questions about their professional background and experience, Tommy chats with each one during the interview, asking whether they are married and about their children. Tommy hires John, citing the fact that he has an MBA. Does Mary have a case for discrimination under Title VII? Why or why not?

In STAT 110, 73% of students earned at least a B on the part of the grade for attendance and participation. Of the students who earned at least a B on attendance and participation, 82% of those earned at least a B on the exams. Of the students who earned lower than a B on attendance and participation, only 48% earned at least a B on the exams. a) Draw an appropriate diagram (tree or Venn) for this problem, including all of the probabilities. b) What is the probability a randomly chosen student will have earned a B on the exams?