In what ways do advertisers in magazines use sexual imagery to appeal to youth? One study classified each of 1509 full-page or larger ads as "not sexual" or "sexual," according to the amount and style of the dress of the male or female model in the ad. The ads were also classified according to the target readership of the magazine. Here is the two-way table of counts.

(A) Summarize the data numerically and graphically. (Compute the conditional distribution of model dress for each audience. Round your answers to three decimal places.)

(B) Perform the significance test that compares the model dress for the three categories of magazine readership. Summarize the results of your test and give your conclusion. (Use α = 0.01.Round your value for χ² to two decimal places, and round your P-value to four decimal places.)

Conclusion

(a)Fail to reject the null hypothesis.There is significant evidence of an association between target audience and model dress.

(b)Reject the null hypothesis. There is not significant evidence of an association between target audience and model dress.

(c)Fail to reject the null hypothesis. There is not significant evidence of an association between target audience and model dress.

(d)Reject the null hypothesis. There is significant evidence of an association between target audience and model dress.

(C) All of the ads were taken from the March, July, and November issues of six magazines in one year. Discuss this fact from the viewpoint of the validity of the significance test and the interpretation of the results.

(a)This is not an SRS. This gives us reason to believe our conclusions might be suspect.This is not an SRS.

(b)This gives us no reason to believe our conclusions are suspect.     

(c)This is an SRS. This gives us reason to believe our conclusions might be suspect.

(d)This is an SRS. This gives us no reason to believe our conclusions are suspect.

What statistical test OR anova tests would you use for these questions?

1. As part of a marketing research project for a regional health advisory board, you have been asked to determine if any differences exist in the number of hours spent working out last year between employed and unemployed people. The variables to use in answering this question are FitnessHours (i.e. the total number of hours spent working out each year), and EmployStatus (i.e. employed, unemployed). Does the number of hours spent working out each year differ between employed and unemployed?

2. You work for a national budgeting service organisation that is interested in whether a person’s total personal income is associated with the level of money spent on gambling. The variables to use in answering this question are Income (i.e. a person’s total personal income) and GamblingsSpend (i.e. a person’s total spending on gambling activities). Is there an association between total personal income and how much they spend on gambling?

3. The tertiary education advisory board is interested in current attitudes within society toward gaining a university qualification. The advisory board believes that a person’s attitude toward university qualifications will be influenced by their age. The variables to use in answering this question are Age (i.e. 18-38, 39-59 or 60+), and Attitude (i.e. a person’s attitude toward gaining a university qualification). Attitude was measured on a seven-point semantic differential scale that was anchored 1=not at all important to 7=very important. Is there a relationship between age and attitude toward gaining a university qualification?

4. A new magazine, Cycling n’ Running NZ is about to be published. The magazines’ publishers are unsure whether readers of this magazine would be more interested in articles on cycling or articles on running. Accordingly, a study was conducted to find out how interested readers of this magazine would be in articles on either of these topics. The variables to use in answering this question are Cycling and Running. Potential interest in both topics was measured on a five-point semantic differential scale that was anchored 1=Very Uninterested to 5=Very Interested. Is there a difference in the extent of preference for articles about cycling compared to articles about running?

Pittsburgh Aluminum Company uses a process cost system to record the costs of manufacturing rolled aluminum, which consists of the smelting and rolling processes. Materials are entered from smelting at the beginning of the rolling process. The inventory of Work in Process—Rolling on September 1 and debits to the account during September were as follows:

During September, 600 units in process on September 1 were completed, and of the 14,160 units entering the department, all were completed except 1,600 units that were 70% completed. Charges to Work in Process—Rolling for October were as follows:

During October, the units in process at the beginning of the month were completed, and of the 16,300 units entering the department, all were completed except 800 units that were 90% completed.

Required:

1. Enter the balance as of September 1 in a four-column account for Work in Process—Rolling. Record the debits and the credits in the account for September. Construct a cost of production report and present computations for determining (a) equivalent units of production for materials and conversion, (b) costs per equivalent unit, (c) cost of goods finished, differentiating between units started in the prior period and units started and finished in September, and (d) work in process inventory. If an amount box does not require an entry, leave it blank.

If an amount is zero, enter in a zero "0". Round cost per unit answers to the nearest cent.

2. Provide the same information for October by recording the October transactions in the four-column work in process account. Construct a cost of production report, and present the October computations (a through d) listed in part (1). If an amount box does not require an entry, leave it blank.

If an amount is zero, enter in a zero "0". Round cost per unit answers to the nearest cent.

When 1.95 g of Co(NO₃)₂ is dissolved in 0.700 L of 0.220 M KOH, what are  [ Co²⁺], [Co(OH)₄²⁻], and [OH⁻] if K_f of Co(OH)₄²⁻ = 5.00 ×10⁹?

When 2.3 g Co(NO3)2 is dissolved in 0.375 L of 0.44 M KOH, what are [Co2+], [Co(OH)42- ], and [OH- ]??? (Kf of Co(OH)42- = 5.0 109)

ORDER TO CASH PROCESS

Sales Department

Customers send their orders by mail or fax to the sales department. Upon receiving an order, a sales clerk checks the credit worthiness via a terminal the customer record in Money Talk’s Customer Master file to review the available credit before creating a Sales Invoice record. For customers with no or insufficient available credit, the clerk submits the order to the credit manager for approval. If granted, the credit manager verbally authorizes and instruct the clerk to offer or increase the customer’s line of credit accordingly. For approved sales, a record is added to the Sales Invoice file in Money Talk’s O2C system which automatically assigns an Invoice Number, which is the primary key for the record. The clerk manually enters the remainder of the order data.

Chai Wan Warehouse

Based on input from the sales invoice, the computer terminal at Chai Wan Warehouse retrieves from Money Talk’s O2C system and automatically prints a Stock Release, which the Chai Wan Warehouse staff uses to pick the goods. The goods are sent to the Shipping Department along with the Stock Release. Once the goods have left the Chai Wan Warehouse, the clerk at the warehouse update the Money Talk to confirms to the system the quantity sold and the system automatically updates the Quantity on Hand field in the respective inventory record in the Inventory Subsidiary Ledger.

Shipping Department

The Shipping Department upon receiving the goods from the warehouse, checks and prepares them for shipment, selects a carrier and prepares the Packing Slip and Bill Of Lading (BOL). Once the goods are shipped, the clerk update Money Talk to record the shipment to the Shipping Log file.

Billing Department

At the end of the day Money Talk automatically searches the Sales Invoice and Shipping Log files for items shipped and prepares a hard copy Customer Invoice, which is mailed to the customer the next day.

Cash Receipts

Tiffany, the cash receipts clerk, receives the customer cheques and Remittance Advices directly from the customer. She records this transaction by entering the Invoice Number (taken from the Remittance Advice) into Money Talk. The system automatically creates a Cash Receipts record. Tiffany then manually adds the customer number, amount, and payment date to the Cash Receipts record. At the end of the day she prepares a deposit slip and sends the cheques to the bank. She files customers’ Remittance Advices in her office.

CASE REQUIREMENTS

1. Prepare an As-Is Data Flow Diagram for the Order to Cash and identify at least 3 exposures, circle and number the exposure where the exposure is.

2. In tabular form, against each numbered exposure as indicated in A, describe ONE possible risk and suggest ONE control procedure that can mitigate the exposure identified.

3. Prepare a To-Be System Flowcharts for the process that incorporate your recommendations in A above.

The Global Insurance Tag Team
Calvin is the director of disaster insurance at a
global insurance company. He has a large department
of his own in New York, but he is also the
team leader of ten different representatives around
the world. Each team member is responsible for
encouraging the sales representatives in offices around the globe to sell disaster insurance to cover
such risks as floods, hurricanes, earthquakes, and
terrorist attacks.
As Calvin describes it, “I wear twomajor hats.One
hat is the leader of my own group of professionals in
the disaster insurance field. My other major hat is
that of a team leader and product manager who is
trying to get team members around the world to
facilitate the sale of disaster insurance. What makes
this hat so difficult is that the team members do not
really report to me. To complicate matters further,
the reps who actually sell the insurance do not actually
report to the members of my team.”
When asked how the disaster insurance team
was performing, Calvin replied, “Not as well as I
would like. I have to keep chasing after the team
members to remind them of their roles in helping
the company cover disaster risks. Hillary, my team
leader in Great Britain, told me that I need to trigger
an earthquake in Europe to get clients interested
in more disaster insurance. She asked me to
start a major flood as a second possibility.”
“Another problem I’m facing,” said Calvin, “is
that I don’t see much integrated effort among the
team members. I do see a few e-mails sent to the
group discussing common concerns, but I don’t
see much coordinated effort.
“We held a videoconference early this year,
attempting to get everybody on board pulling
together. One problem was that we couldn’t get
full participation because of the difficulty in finding
a time to meet because of the wide spread in time
zones. We had a few laughs, with Tom from
Australia saying that his wife thought he was
headed out to the pub, not really attending a latenight
meeting.
“Another hurdle I need to conquer is that there
seem to be some cross-cultural differences in the
importance businesspeople attach to disaster insurance.
Sophie, our team member in Columbia, told
me that executives in South American countries
worry less about potential disasters than do Americans.
As a result, she said it is difficult for her to be
as heavily committed to selling disaster insurance
as some of the other team members.”
“One of my biggest agenda items for the year,”
concluded Calvin, “is to get my disaster insurance
team coordinating their efforts better.”

Questions
1. Identify the teamwork problems you think
Calvin might be facing.
2. What steps do you recommend Calvin take to
enhance teamwork in his global disaster insurance
team?
3. What might Calvin do to provide stronger leadership
to his global team?

To test for any significant difference in the number of hours between breakdowns for four machines, the following data were obtained.

Find the value of the test statistic. (Round your answer to two decimal places.)___

Use Fisher's LSD procedure to test for the equality of the means for machines 2 and 4. Use a 0.05 level of significance.

Find the value of LSD. (Round your answer to two decimal places.)

LSD = ___

Find the pairwise absolute difference between sample means for machines 2 and 4

x₂ − x₄ =___

The International League of Triple-A minor league baseball consists of 14 teams organized into three divisions: North, South, and West. Suppose the following data show the average attendance for the 14 teams in the International League. Also shown are the teams' records; W denotes the number of games won, L denotes the number of games lost, and PCT is the proportion of games played that were won.

Find the value of the test statistic. (Round your answer to two decimal places.)___

Find the p-value. (Round your answer to three decimal places.)

p-value =___

Use Fisher's LSD procedure to determine where the differences occur. Use α = 0.05.

Find the value of LSD for each pair of divisions. (Round your answers to two decimal places.)

North and SouthLSD=

North and WestLSD=

South and WestLSD=

Find the pairwise absolute difference between sample attendance means for each pair of divisions. (Round your answers to the nearest integer.)

x_N − x_S=

x_N − x_W=

x_S − x_W=

1. Profit Center Responsibility Reporting for a Service Company

   Thomas Railroad Company organizes its three divisions, the North (N), South (S), and West (W) regions, as profit centers. The chief executive officer (CEO) evaluates divisional performance, using income from operations as a percent of revenues. The following quarterly income and expense accounts were provided from the trial balance as of December 31:

   Revenues—N Region	$1,095,000
   Revenues—S Region	1,306,900
   Revenues—W Region	2,356,700
   Operating Expenses—N Region	693,900
   Operating Expenses—S Region	777,800
   Operating Expenses—W Region	1,425,200
   Corporate Expenses—Dispatching	561,600
   Corporate Expenses—Equipment Management	254,200
   Corporate Expenses—Treasurer’s	166,500
   General Corporate Officers’ Salaries	367,800

   The company operates three service departments: the Dispatching Department, the Equipment Management Department, and the Treasurer’s Department. The Dispatching Department manages the scheduling and releasing of completed trains. The Equipment Management Department manages the railroad cars inventories. It makes sure the right freight cars are at the right place at the right time. The Treasurer’s Department conducts a variety of services for the company as a whole. The following additional information has been gathered:

   	North		South		West
   Number of scheduled trains	5,900		7,000		10,500
   Number of railroad cars in inventory	1,000		1,600		1,500

   Required:

   1. Prepare quarterly income statements showing income from operations for the three regions. Use three column headings: North, South, and West. Do not round your interim calculations.

   Thomas Railroad Company
   Divisional Income Statements
   For the Quarter Ended December 31
   	North	South	West
   Revenues	$	$	$
   Operating expenses
   Income from operations before service department charges	$	$	$
   Service department charges:
   Dispatching	$	$	$
   Equipment Management
   Total service department charges	$	$	$
   Income from operations	$	$	$

   Feedback

   2. What is the A component of the rate of return on investment, computed as the ratio of income from operations to sales.profit margin of each division? Round to one decimal place.

   Region	Profit Margin
   North Region	%
   South Region	%
   West Region	%

   Identify the most successful region according to the profit margin.
   

   • North
   • South
   • West

   3. What would you include in a recommendation to the CEO for a better method for evaluating the performance of the divisions?

   1. The method used to evaluate the performance of the divisions should be reevaluated.
   2. A better divisional performance measure would be the rate of return on investment (income from operations divided by divisional assets).
   3. A better divisional performance measure would be the residual income (income from operations less a minimal return on divisional assets).
   4. None of these choices would be included.
   5. All of these choices (a, b & c) would be included.
   • a
   • b
   • c
   • d
   • e

Even as the Japanese government pledged to clean up its ravaged banking industry, Japanese regulators pressured Shinsei Bank Ltd. – the first Japanese bank bought by foreigners – to continue lending to some of its shakiest customers. In meetings with Shinsei executives, top officials of Japan’s Financial Services Agency directed Shinsei to loosen its credit policy and be more lenient to ailing borrowers. Shinsei was formed in March 2000 when a U.S. investor group, Ripplewood Holdings, acquired the failed Long-Term Credit Bank of Japan Ltd. (LTCB).

LTCB failed because it was unable – and unwilling – to follow the basic prescription for revitalizing a collapsing bank: Write off bad loans and cut credit to hopeless companies. That failure - as competitive, rational American one and Japan’s longstanding system of entangled preferences and noneconomic motives. These conflicting visions are best expressed by the former head of LTCB, who said, “Perhaps the American way might be more efficient in a narrow economic sense, but it risked sacrificing the values that were most precious in Japan; ideas of harmony, respect and consensus.” As Japan’s property and stock markets collapsed during the 1990s, and bad loans proliferated, the Ministry of Finance quietly told banks to understate their bad debts and keep their borrowers on financial life support. LTCB followed this advice and kept growing, even showing profits by adopting ever more lenient loan classifications, Eventually, after several rescue plans fell through, LTCB was sold to Ripplewood.

Shinsei has stirred controversy since it opened under new management because it told its corporate borrowers that if loans did not meet new standards for profitability, the borrowers had to repay them, pay higher interest, or offer collateral. Even more shocking to Japanese sensibilities, Shensei refused to help finance bailouts of delinquent borrowers and cut off credit to risky customers. Such practices, standard among Western banks, are a novelty in Japan and have resulted in a spate of newspaper and magazine articles criticizing Shensei for being tight fisted. Foreign investors are closely watching Shensei as a test of whether Japan will allow modern lending practices in its clubby banking world. Arm-twisting of bankers by politicians and regulators to support deadbeat borrowers is a major reason why Japan’s banks have been crippled by bad loans for over a decade. Although Shinsei agrees to some of the Financial Supervisory Agency’s changes to its lending policy, the bank said it would not make concessions that compromise its financial health.

The prospect of investing in Japan scares many foreign companies. Real estate is prohibitively expensive. Customers are extraordinarily demanding. The government bureaucracy can seem impenetrable at times, and Japanese competitors fiercely protect their home market.

An investment in Japanese operations provides a variety of intangible benefits, however. More companies are realizing that to compete effectively elsewhere, they must first compete in the toughest market of all: Japan. What they learn in the process – from meeting the stringent standards of Japanese customers and battling a dozen relentless Japanese rivals – is invaluable and will possibly make the difference between survival and extinction. At the same time, operating in Japan helps a company such as IBM keep up the pressure on some its most potent global competitors in their home market. A position in the Japanese market also gives a company an early look at new products and technologies originating in Japan, enabling it to pick up and quickly transfer back to the United States information on Japanese advances in manufacturing technology and product development. And monitoring changes in the Japanese market helps boost sales there as well.

Required:

How might foreign investors respond to the Japanese challenges?

As a foreigner, how you analyse the country risk of Japan? Outline each of factors and you may support with any data or figures to proof your explanations. You also need to include the country risk rating based on your assumption information.