The heights of female students in a university are approx normally distributed with a mean of 162 cm and a standard dev of 8 cm. Explain your answers.

a) Approx 68% of all female students in a university will have heights between ____ cm and ____ cm.

b) Heights greater than ____ cm would be considered peculiar.

The head of Health Services at Goodheart University (GU) would like to investigate the proportion of smokers at GU. In order to do so, the head of Health Services chooses a random sample of 500 Goodheart students, and finds that 80 of them are smokers.

Construct a 90% confidence interval for the proportion of smokers at Goodheart University.

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?

Please help me and answer carefuly

Meadow Brook Manor would like to buy some additional land and build a new assisted living center. The anticipated total cost is $25 million. The CEO of the firm is quite conservative and will only do this when the company has sufficient funds to pay cash for the entire construction project. Management has decided to save $1.4 million a quarter for this purpose. The firm earns 6 percent compounded quarterly on the funds it saves. How long does the company have to wait before expanding its operations?

a. 3.99 years b. 7.99 years c. 3.49 years d. 6.79 years e. 4.89 years

Can you show me how to do this in excel? Thank you

I would like to use a formula in excel to solve it.

5. Discuss the manner in which user data was obtained by Cambridge Analytica. The company continues to argue that there was no data breach and that users provided permission for their data to be harvested. Discuss the company’s position and what was the responsibility of the FTC in enabling this breach to occur?
6. According to the case, what are the governance problems at Facebook? For instance, consider the shareholdings, board memberships and also the fact that Zuckerberg is both Chairman and CEO of the company. How does this compare with other companies and with best practice in industry?

11. The Facebook breach and its consequences demonstrate the very real ethical dilemmas that the Internet pose for the information rights of citizens. Consult pages 125 – 127 of your textbook and discuss what are information rights and two laws that aim to protect those rights where Facebook was guilty of breaching these laws.                

Ethics in Business and Accounting Question

1. Apply the five steps to ethical decision making and evaluate the following case. You don’t need to do outside research.

You are the CEO of Equifax, and the Company has a big problem. Personal information on 148 million Equifax customers were stolen. Unfortunately, you have found out that the systems Equifax are using are old, and the security systems were out-of-date and could have been updated to prevent the breach. You have a duty to ensure a safe work environment and safe opportunities for consumers and you have a duty to maintain profit and the image of the Company.

What should you do now? (The breach has just occurred a few days ago). Apply the five steps to ethical decision making. (The five steps appear below). Don’t worry about what the real CEO actually did. Instead, focus on what should be done, again using the five step approach:

• Gather the facts (relevant/irrelevant; separating fact, assumption, and speculation).
• Identify the values, issues, and problems (at its basic core, what are we dealing with here?)
• Identify stakeholders (Which parties would be impacted by my decision? How would they be impacted? Do I have an obligation to any of these stakeholders? If so, then what obligations exist?)
• Weight alternatives (Focus on feasible and likely courses of action. Think creatively).
• Check your gut (Can you live with your decision? How do you feel about your proposed course of action?)

Cafeteria Workers who have been recently unionized at a private university in the Boston area. Their wages on average are $14.00 per hour and a starting wage it $12.50. Every two years workers receive raise averaging $1.00 based on their performance evaluations. Fringe benefits are limited to 10 days of paid holiday per year if they work more than 1,800 hours in the previous year, free use of the exercise facilities and a 25% discount for social events such as concerts and sports matches held on campus. And no other benefits. They are asking on average a $5.00 raise and 4% raise thereafter for the next three years. The management (university) believes that it is too excessive and the university will have to raise the cost of tuition for the university. Workers also want to be vested in the university's employee health plan if they work at least three years first and on average $1,800 hours per year. And some contribution to a retirement pension. Please advocate the position of the Union.

Your daughter just turned 4 years old. You anticipate she will start University when she turns 18. You would like to have funds in a registered education savings plan (RESP) to fund her education at that time. You anticipate she will spend 6 years in university, and it will cost $20,000 per year. She will need the $20,000 at the start of each school year. When she graduates (debt free) you would also like her to have $40,000 for a down payment on a condo or to travel. If the account promises to pay a fixed interest rate (APR) of 6% per year with monthly compounding, how much money do you have to deposit each quarter to ensure you will have enough when she starts university? Assume you will make the same deposit at the end of each quarter until she starts university.