1. A public opinion poll asked 930 randomly selected adults if they felt safer given that the U.S. has nuclear weapons, and 543 of the respondents answered “yes.”

1. Find the sample proportion of adults that answered “yes” in this poll.
2. Use a 90% confidence level to compute the margin of error for the point estimate in part (a) above.
3. State the 90% confidence interval for the population proportion of adults who feel safer given that the U.S. has nuclear weapons.
4. Correctly interpret the meaning of your answer from part (c) above in “plain English.” (In other words, explain what this confidence interval tells us as if you were explaining it to a “non-statistics person.”)

2. A confidence interval for the population proportion is: 0.0641 < p < 0.1860. Find the sample proportion and the margin of error for this (confidence) interval estimate.

3. A confidence interval for the population mean is: 24.6 < μ < 31.2. Find the sample mean and the margin of error for this interval estimate.

So, bottom line is that mental health issues like excessive anxiety and depression are no joke – either at a personal level or at the macro level of the US healthcare system.

But while millions of people suffer from mental health issues, it is also noted above that millions of suffering people are left undiagnosed and untreated.

So what should we do? How can we significantly improve our ability to help people in need of mental health treatment?

What should we do about the stigma that some attach to seeing a mental health professional?

What about the equal stigma of being labeled as someone who is “mental?”

How do we, as healthcare professionals, best reach out to those that desperately need assistance –without making anyone think we are looking for “crazy” people?

Overall – what is the best way to address the large and underserved need for mental health care?

USA Today reports that about 25% of all prison parolees become repeat offenders. Alice is a social worker whose job is to counsel people on parole. Let us say success means a person does not become a repeat offender. Alice has been given a group of four parolees.

(a) Find the probability P(r) of r successes ranging from 0 to 4. (Round your answers to three decimal places.)

P(0) =

P(1) =

P(2) =

P(3) =

P(4) =

(c) What is the expected number of parolees in Alice's group who will not be repeat offenders? (Round your answer to two decimal places.) parolees What is the standard deviation? (Round your answer to two decimal places.)

(d) How large a group should Alice counsel to be about 98% sure that three or more parolees will not become repeat offenders?

Kubin Company’s relevant range of production is 25,000 to 33,500 units. When it produces and sells 29,250 units, its average costs per unit are as follows:

Required:

2. Assume the cost object is the Manufacturing Department and that its total output is 29,250 units.

a. How much total manufacturing cost is directly traceable to the Manufacturing Department?

b. How much total manufacturing cost is an indirect cost that cannot be easily traced to the Manufacturing Department?

2. Assume the cost object is the Manufacturing Department and that its total output is 29,250 units.

a. How much total manufacturing cost is directly traceable to the Manufacturing Department? (Round per unit values to 2 decimal places.)

b. How much total manufacturing cost is an indirect cost that cannot be easily traced to the Manufacturing Department?

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3. Assume the cost object is the company’s various sales representatives. Furthermore, assume that the company spent $117,000 of its total fixed selling expense on advertising and the remainder of the total fixed selling expense comprised the fixed portion of the company's sales representatives’ compensation.

a. When the company sells 29,250 units, what is the total direct selling expense that can be readily traced to individual sales representatives?

b. When the company sells 29,250 units, what is the total indirect selling expense that cannot be readily traced to individual sales representatives?

3. Assume the cost object is the company’s various sales representatives. Furthermore, assume that the company spent $117,000 of its total fixed selling expense on advertising and the remainder of the total fixed selling expense comprised the fixed portion of the company's sales representatives’ compensation.

a. When the company sells 29,250 units, what is the total direct selling expense that can be readily traced to individual sales representatives? (Round per unit value to 2 decimal places.)

b. When the company sells 29,250 units, what is the total indirect selling expense that cannot be readily traced to individual sales representatives?

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In 2016, the World Health Organization estimated that the average obesity rate worldwide was 13%[1]. (This includes all countries of the world, not just the countries in the sample.)

[1] Source: World Health Organization.

1. Using the sorted data, determine the probability that a randomly selected country from the sample has an obesity rate greater than the worldwide rate. Show your work and round your answer to the nearest thousandth.

2. Examining the dataset, can you suggest a reason for the high proportion of countries in the dataset having an obesity rate above the worldwide average? State your reason(s) below:

3. Suppose that fifteen of the countries from the dataset were going to be randomly selected for a study to see if the obesity rates were greater than the worldwide obesity rate. Determine if this group could be treated as a binomial distribution. State each requirement.

Assignment # 2 - Individual effort

Video Case Study-- Rise Luggage -- Dragon's Den

BUSN BA532 Spring-Summer 2020    Weight 15% overall    Total possible Points—10

Objective

Please watch the Dragons Den video Rise Luggage video.

This segment is about two brothers who have an entrepreneurial spirit, and have developed a new product for the luggage industry. They need funding to get their product to market and have elected to present to the Dragons Den panel for funding.

Your objective is to write a one-page summary of what you learned from this video. Consider the money that may be required. Consider the distribution channels that they can choose from as presented by the Dragons.

There is no right or wrong answer, however, use your critical thinking skills to demonstrate your understanding of the business decisions the two brothers must make.

• Format- WORD Doc only—Drop Box
• 10 possible points
• Your summary of what you have learned One Page - 8 points
• Grammar, spelling, professional report     - 2 points
• Overall 10 points

PreviousNext

The US unemployment rate (actual unemployment, u) is 8.4 percent, while the natural rate of unemployment (nru) is 4.4 percent.

(i) Using Okun's Law, compute the US current percentage GDP gap. Show your computation. (ii) State your answer in words, comparing actual to potential output. (iii) Is the US GDP gap positive or negative—and why?

Note: "Okun’s Law Arthur Okun was the first macroeconomist to quantify the inverse relationship between the actual unemployment rate and the GDP gap. He noticed that, on average:
GDP gap = −2.0 × (actual unemployment rate − natural unemployment rate)"

The note is from one of my textbooks, is the formula provided above, Okun's Law formula?

Say you are a currency trader. You know from your Bloomberg database terminal that the spot rate is US$0.8545 = NZ$1, NZ Treasury Bills offer a return of 5 percent per anum, US Treasury Bills offer 2 percent per anum, and the one year forward rate is US$0.8224.

NewZealand dollar is domsetic currency.

a) Say you are trying to work out if the current forward rate to see if the markets are in equilibrium, or they are in disequilibrium and you can make profits by trading currencies. What would you conclude? Why?

b) We know the Reserve Bank is increasing domestic interest rates. How will this change your calculations? Why

In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company.

Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem.

ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job.

Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Arshad’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs.

Case Study In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company. Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem. ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job. Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them. Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential. At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow. In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one. He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team. Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested. Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?” Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss. While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them. Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels. Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Question2: What should Arshad do to resolve his situation?