Question No 3. Tests Using Contingency Tables:

A researcher selected sample of customs from 4 companies and asked them if the companies care give warranty on sold items or not. Assume observed values from your own (fill the below table by assuming any values of your choice) and test the claim that the proportion of customers of each company who got warranty is the same for each company by choosing alpha of your own choice.  (Marks 2.5)

This assignment requires you to write a business letter based on the concepts of persuasive messages discussed in the lesson.

Scenario:
You are the member of a student organization at Northeast State University which works to provide professional development opportunities for students. You saw an interesting article in a college magazine describing a “Suitable Suits” program another university implemented. Its career development office kept a closet with 21 crisp black suits of all sizes that students could borrow for job interviews. Students would make an appointment with the office and agree to dry clean the suits before returning them. The program at that university was paid for by a grant. Your student organization believes this would be a good program to implement at Northeast State and should be housed in the Career Services office.

Instructions:
Write a thorough letter to Ginger Martin, Director of Career Services, to persuade her to consider implementing a “Suitable Suits” program in the Career Services office. Think about what you are asking her to do, consider any objections she may have, anticipate her questions, make a strong case, consider what persuasion strategy you want to use, determine how to gain her attention and build interest, plan on how to reduce resistance, consider a motivating action.

Format the letter based on the guidelines discussed in the lesson or refer to Appendix A of your textbook. The letter should include the following guidelines:

Include a page header with your organization’s name and address

The address to your organization is NSU Box 321, University City, CO 45612

Send the letter to Ms. Ginger Martin

Her address is NSU Box 654, University City, CO 45612

Include the date

Include the inside address (who it is addressed to)

Include a salutation

Include an appropriate subject line

Include a complimentary closing

Include your printed name and title

Use all of the correct spacing between each component

Use a 1-inch margin, 12-point font, Times New Roman

Use Microsoft Words (No PDFs or Mac)

Use correct spelling and grammar

Information to read: Communications (Intro to Business course)

Before we leave the topic of management, we must consider one of the important skills a manager can have, namely, the ability to communicate. Communication - the ability to successfully transmit and receive messages, whether in spoken or written form - is critical to the overall performance of any enterprise.
On the surface the communication model is deceptively simple. We have a sender who transmits a message to a receiver and receives feedback. Since we have all been communicating since we were born, we should presumably be adept at it.
Unfortunately, things are not always as they seem, and the communication model has a number of complications that impede success. Messages are sent in code to a receiver who must decode them. Feedback is similarly encoded and must be decoded by the original sender. We must also choose a channel, or method, of delivering communications. These methods, called channels, can distort the meaning of the message.
Choice of channel is an important decision that is made every day in the workplace. Consider the basic issue of if a message should be sent orally or in writing. Each method has its advantages and disadvantages, and either may be appropriate depending on the type of message we wish to convey.
Oral communication involves speaking, whether in one-to-one conversation, group meetings, or, in the modern office, voice mail and videoconferencing. The advantages of oral communication are many.
Fast. Speed is perhaps the number one advantage. I have a message to convey and simply say it to the intended receiver. This can be critical when time is of the essence. There would be little point in writing a memo if the information it contained would arrive too late to be of any benefit.
Immediate Feedback. If I am speaking to someone, there is an opportunity for feedback right away. The listener can ask questions, and, the speaker can elicit a response. This can be a clarifying feature of oral communication.
Non-Verbal Cues. If messages are given face-to-face, the meaning can be clarified by non-verbal messages that may accompany the message. Non-verbal communication, by definition, is communication using something other than words. This includes body language, gestures, facial expressions, tone of voice and pacing of speech. I also includes things like how close we stand to the person we are speaking to.
Non-verbal language has the potential to enhance the message. For example, a greeting accompanied by a smile conveys warmth. However, we must also be aware that non-verbal communications can confuse the message as well. If he non-verbal and verbal messages conflict, the recipient may become confused and misinterpret the message. People instinctively react more to the non-verbal cues and may disregard the words in such situations.
Personal. Oral communication is by nature more personal. It can be off-the-record and therefore conveys an intimacy that a written document would not.
All of these are important benefits in some cases, but, at other times, written communication, using memos, reports or e-mails, is more appropriate. Benefits of written communication include the following.
More Thoughtful. By writing the message down, we have the opportunity to edit our choice of language. We can review it before sending to ensure that our meaning is clear. It also allows us to remove any destructive emotional content and present the message objectively.
Better for Details. Generally speaking, the more details are included in a message, the more likely it is that it should be written down. Human beings have a limited absorptive capacity for oral messages, so complex instructions are not likely to be remembered. Aspects of the communication are likely to be forgotten or mistaken.
Verifiable. One characteristic of written communication is that we can refer back to it to determine exactly what the message said. This eliminates disputes over the content of the message.
Efficient. There may be times when written communication is simply more efficient. If a sender needs to get the same message to multiple receivers, it may be impractical to have individual conversations with all of them and the logistics of setting up large group meetings may be daunting. A memo may be the answer in such cases.
If communication is complicated within our own culture, it is even more complex if we interact with other cultures. It is not simply a matter of a different verbal language. Non-verbal cues are also different across cultures. Gestures are a good example. The American gesture, meaning to come here, of a closed upward thrust hand with a finger motioning toward the gesturer is very impolite in the Middle East. There, the gesture for come here is a downward open hand with all fingers moving toward the gesturer. Use of space is also culture bound. What an American might consider too close would be normal somewhere else.
It eve goes beyond non-verbal language. Experts consider cultures to fall into two broad communication categories. There are low-context cultures and high-context cultures. Low-context cultures are those in which most of the meaning in a communication is in the words. Yes means yes and no means no. American culture is in this group although German and Scandinavian cultures are even more extreme examples. High-context cultures are those in which the words, though still having meaning, must be read in terms of the overall context of the communication. Who is saying it and what their relationship may be to the receiver, how it is said, when it is said and so on, all can modify the sense of the words spoken. Many Asian cultures and Middle Eastern cultures are good examples of this communication type.

The case:

A RELUCTANT MESSENGER

Hari Das was eager to do an outstanding job. He had originally come to the United States as an exchange student from India and had ultimately graduated with an MBA from a prestigious American university. He had recently been hired at a major manufacturing company on the staff of its president, Roland Stone.

Stone was a tough ex-military man who ran the operation as if he was still commanding a unit in the service. He made all major decisions and was almost always correct in his judgment. He had the knack for asking the penetrating question and was used to carrying the day in most corporate meetings. The only executive who contested the president, usually at meetings where the president was not present, was vice president Jack Dubin, who was almost always wrong.

Stone believed in "seeing what the troops were doing" and spent a good portion of his time visiting the many departments of the company. During these visits, whenever the president wanted to inform someone not present of a decision, request some information, or at times deliver a reprimand, he would turn to a member of his traveling party and give him or her an oral message to deliver to the appropriate person. Routinely, the selected messenger was a newly hired member of his staff, and this duty evolved on Hari Das.

One day, the president turned to Das and said, "You tell Jack Dubin to get this problem corrected before it blows up in his face." Das obediently went to Dubin's office and relayed the information. Dubin, in turn, became extremely agitated and gave Das a verbal thrashing. The astonished Das said nothing, and waited for his chance to leave the room.

The president continued to give Das messages to relay around the company. Hari Das did as he was told with one exception: he did not deliver any subsequent messages to Jack Dubin. The situation went on for several months, without Das telling anyone either that he was not delivering the president's messages to Dubin or why. During that time, the president was heard to grumble about Dubin not reacting very quickly to various situations.

Finally, one Friday afternoon, Stone asked Hari Das to get Dubin to prepare a report over the weekend that he wanted on his desk first thing Monday morning. Das again did not relay the message. Monday morning came and the report was not on the president's desk. After learning from his secretary that Dubin had left no messages concerning the report, Stone muttered "Well, that's it." He then called personnel on the phone and said "Fire Dubin. Give him whatever severance benefits are appropriate, but get him out of here. And, I don't want him coming up to see me."

As in most corporations, the situation became common knowledge on the grapevine, and many - but not the president - learned the true story behind Dubin's firing. As for Hari Das, he was frequently kidded by his colleagues and asked if he had any messages for them from the president.

Comment on the issues of this case. Who was to blame for Dubin's unfortunate firing? Why? How would you categorize the method of communication in this company? Did the grapevine have a positive or negative impact on this case? How might Hari Das' cultural background have contributed to his behavior?

The answer needs to be specific and detailed with a great explanation using the information to read above. It also has to be thoughtful :)

Thank you!!!!

A genetic test is used to determine if people have a predisposition for thrombosis, which is the formation of a blood clot inside a blood vessel that obstructs the flow of blood through the circulatory system. It is believed that 3% of people have this predisposition. The test is 95% accurate for those who have the predisposition, and 97% accurate for those who do not have the predisposition. Simulate the results for administering this test to a population of 100,000 individuals.

a) How many individuals in this hypothetical population are expected to test positive for the predisposition?

b) Estimate the probability that an individual who tests positive has the predisposition.

c) Suppose that two new tests have been developed. Test A improves accuracy for those who have the predisposition to 98% (while accuracy for those who do not have the predisposition remains at 97%), while Test B improves accuracy for those who do not have the predisposition to 99% (while accuracy for those who do have the predisposition remains at 95%). Which test offers a higher increase in the probability that a person who tests positive actually has the predisposition? Explain the reasoning behind your answer. Limit your answer to at most seven sentences.

A genetic test is used to determine if people have a predisposition for thrombosis, which is the formation of a blood clot inside a blood vessel that obstructs the flow of blood through the circulatory system. It is believed that 3% of people have this predisposition. The test is 95% accurate for those who have the predisposition, and 97% accurate for those who do not have the predisposition.

Simulate the results for administering this test to a population of 100,000 individuals.

a) How many individuals in this hypothetical population are expected to test positive for the predisposition?

b) Estimate the probability that an individual who tests positive has the predisposition.

c) Suppose that two new tests have been developed. Test A improves accuracy for those who have the predisposition to 98% (while accuracy for those who do not have the predisposition remains at 97%), while Test B improves accuracy for those who do not have the predisposition to 99% (while accuracy for those who do have the predisposition remains at 95%).

Which test offers a higher increase in the probability that a person who tests positive actually has the predisposition? Explain the reasoning behind your answer. Limit your answer to at most seven sentences.

Prompt:

I am tired of this nation worrying about whether we are offending someone or their culture. I am not against immigration, nor do I hold a grudge against anyone who is seeking a better life by coming to America. However, there are a few things that those who have recently come to our country, and apparently some born here, need to understand. This idea of America being a multicultural community has served only to dilute our sovereignty and our national identity. As Americans, we have our own culture, our own society, our own language, and our own lifestyle. This culture has developed over centuries of struggles, trials, and victories by millions of men and women who have sought freedom. We speak ENGLISH, not Spanish, Portuguese, Arabic, Chinese, Japanese, Russian, or any other language. If you wish to become part of our society, learn the language! “In God we trust” is our national motto. We adopted this motto because Christian men and women, based on Christian principles, founded this nation, and this is clearly documented. It is entirely appropriate to display it on the walls of our schools. If God offends you, then I suggest you consider another part of the world as your new home, because God is part of our culture. We are happy with our culture and have no desire to change, and we really don’t care how you did things where you came from. This is OUR COUNTRY, our land, and our lifestyle. Our First Amendment gives every citizen the right to express opinions, and we will allow you every opportunity to do so. But once you are done complaining, whining, and griping about our pledge, our national motto, or our way of life, I highly encourage you to take advantage of one other great American freedom, THE RIGHT TO LEAVE. God Bless America.

Question:

Who is intended to be included in the "We" of the last paragraph of the letter?

Is our society more accepting of some immigrant groups versus others?

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?