The CEO of a large manufacturing company is curious if there is a difference in productivity level of her warehouse employees based on the region of the country the warehouse is located. She randomly selects 35 employees who work in warehouses on the East Coast (Group 1) and 35 employees who work in warehouses in the Midwest (Group 2) and records the number of parts shipped out from each for a week. She finds that East Coast group ships an average of 1299 parts and knows the population standard deviation to be 350. The Midwest group ships an average of 1456 parts and knows the population standard deviation to be 297.
Using a 0.01 level of significance, test if there is a difference in productivity level. What is the p-value? (Round to four decimal places) p-value =
In: Statistics and Probability
Write 3 paragraphs for reflection and should be do the following:
1. In first paragraph, Summarize the article (attached below).
(Don't plagiarism from article. Please use your own words to
summarize article below)
2. In second paragraph, Connect the article with one of those
"culture is an integrated system" or "cultural anthropology" or
"how environment can shape cultural adaptations" or "Ethnography"
or "Cultural universals". Be specific about the connections you
make.
3. In third paragraph, Include your own reflection on what you’ve
read/learned. What do you think about it?
Article Here: "Changing Misconceptions About
African Bushmen"
The Bushmen are an indigenous people in the southern part of
Africa. There are more than 100,000 living in the countries of
Botswana, Namibia, South Africa and Angola. They have been living
on this land for tens of thousands of years, where they continue to
practice their hunter-gatherer lifestyle. They are known to have
genetic ties to the earliest humans. However, because of
misconceptions about African bushmen and their way of life, they
have become targets of prejudice and mistreatment throughout the
past several decades. Due to these misconceptions, the Bushmen were
evicted from their land by the government of Botswana due to the
discovery of diamonds in their homeland. Their battle for freedom
has been long and arduous, and these misconceptions must be
reversed in order for the Bushmen to move out of poverty and into a
more free existence. The Borgen Project spoke to Jonathan Mazower,
the communications director at Survival International, an
organization that has been working with the Bushmen since the
1970s. When the government of Botswana began to evict the Bushmen
from their land in the 1990s, Survival was able to step in and
help. Mazower explained how Survival enabled “Bushman spokespeople
to travel abroad to speak out about the violation of their rights,
launching tourism and diamonds boycotts, lobbying bodies such as
the U.N. and the EU.”
Bushmen Win Legal Rights to Their Land in Key Court Decision
The Bushmen’s case was taken to court in 2004. Against all odds, the Bushmen won. Mazower explained, “The judges ruled that the government had illegally and unconstitutionally evicted the Bushmen from their ancestral land and that they had the right to return to their homes and to hunt the game animals on which they rely for a livelihood. It was the first time that an African court recognized the concept of ‘native title.’ Since then, and despite government obstacles and intransigence, many Bushmen have returned to their homes in the reserve.” In 2006, the Bushmen began returning home, a landmark decision in terms of African legal systems that took place after years of campaigning and lobbying. Mazower spoke to this work: “Survival’s campaign has changed minds and attitudes by challenging deep-seated prejudice against the Bushmen and their hunter-gatherer way of life, and enabled their voice to be heard within Botswana and abroad. The media and society generally in Botswana held the Bushmen in contempt, influenced by the government’s racist attitude to hunter-gatherers. There has been a sea change in public opinion in Botswana which is now much more supportive of the Bushmen and critical of the government’s treatment of them.” After the initial ruling, with the help of Survival, the Bushmen won a second case regarding water rights on their land as well as a successful removal of the De Beers mining company from their land. A final discovery was made by Survival International, revealing that many Bushmen had been tortured and abused by wildlife scouts in the Central Kalahari Game Reserve. Once this information was out, support for the Bushmen continued to increase in southern Africa.
How Misconceptions About African Bushmen Harm Their Society
Even though the Bushmen have regained much of their freedom, there are still misconceptions surrounding bogging them down. Mazower detailed some of these: “Misconceptions, prejudice and racism led many to believe that the Bushmen and their communal way of life based on hunting, gathering and sharing are ‘backwards’ and ‘primitive.’ The government used this to justify the evictions and to force its ideas of development on them.” The Botswana government attempted to modernize these people under the misconception that they are primitive and ancient, but this modernization destroyed their spirits and ruined their way of life. Mazower spoke to this cultural destruction: “People who were once free and self-sufficient, living meaningful lives of their choosing on their land, turned to alcohol and became bored and depressed. They are now exposed to diseases like TB and AIDS which were virtually unknown before.” An article on the Survival International website discusses how progress can kill. The article states, “Forcing ‘development’ or ‘progress’ on tribal people does not make them happier or healthier. In fact, the effects are disastrous. The most important factor by far for tribal peoples’ well-being is whether their land rights are respected.” Common misconceptions about African bushmen and other indigenous peoples are the reason why development or progress is forced. The question becomes: how can misconceptions about African bushmen be reversed in order to help them be culturally independent? Mazower says, “By showing people what the Bushmen have to teach us. They are extraordinarily resilient, and are the best conservationists. They have looked after the fauna and flora for millennia, and have immense botanical and zoological knowledge which benefits us all… They can also show us how to live together as a community based on sharing and reciprocity–they are a great example of egalitarianism, where wealth is not measured in possessions but rather what you give away and share. They put the community before the individual, share and exchange possessions rather than amass personal wealth and embrace gender equality.” This is how misconceptions about indigenous people like the Bushmen can change: by showing the world their true nature and how it can learn from them rather than the other way around. Mazower closed the interview on this thought: “Survival’s work is rooted in showing that the Bushmen, like all tribal peoples, are contemporary peoples and are a vital part of human diversity. Tribal peoples who control their own land are healthier with a far better quality of life than tribes who’ve been evicted from their lands and had ‘development’ forced on them.”
In: Psychology
A corporation randomly selects 150 salespeople and finds that 66% who have never taken a self- improvement course would like to do so. The firm did a similar study 10 years ago and found that 70% of a random sample of 160salespeople wanted a self-improvement course. The groups are assumed to be independent random samples. Let π1and π2 represent the true proportion of workers who would like to attend a self-improvement course in the recent study and the past study, respectively.
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In: Statistics and Probability
In: Accounting
In: Operations Management
Case Summary
The SurveyMonkey case portrays the evolution of the company from its founding in 1999 through to 2014. SurveyMonkey was launched by Ryan Finley, a young computer science graduate from the University of Wisconsin-Madison, to address the dearth of easy-to-use, affordable online survey tools on the market. In 2009, Finley sold the company to Spectrum Equity and Bain Capital Ventures, having recognized the need for a partner to help the company achieve its full potential. David Goldberg, an entrepreneur and former Yahoo! Executive, took the helm as CEO and immediately put in place his plan to set the company on track to scale at a consistent and rapid pace of growth. Goldberg’s primary initiatives in the early days were to hire a strong management team, rebuild the entire technology platform, and expand internationally. As it made substantial progress on these fronts, SurveyMonkey completed several acquisitions and began to expand its feature set and product offerings to include SurveyMonkey Audience (panels of survey respondents) and survey templates, among others. The company completed an $800 million secondary financing raise in 2012 to provide liquidity to employees and investors in lieu of an IPO and charged forward on its efforts to transform its survey tool to a full-blown platform. Though SurveyMonkey had established itself as the dominant player in the direct-to-consumer market in 2013, it began building out an enterprise offering to compete against the other large players in the growing enterprise feedback management space. Having achieved tremendous growth in its 15-year history, the majority of which took place since the 2009 acquisition, as Goldberg and his team looked ahead to 2014, they faced the critical question of how to prioritize SurveyMonkey’s avenues for growth-international expansion, quality initiatives enterprise, platform growth-so as to best position the company to achieve its full potential.
Question: How should SurveyMonkey prioritize their avenues for growth-international expansion, quality initiatives enterprise, and platform growth so as to best position the company to achieve its full potential?
Please answer the question in 2-3 paragraphs min.
In: Operations Management
Who are stakeholders? Define who they are and then please share what particular interest each of these stakeholders have in the information shared on the income statement, retained earnings statement, balance sheet and statement of cash flows. How do we analyze if a company is healthy or not?
In: Accounting
Distributors are export intermediaries who represent the company in the foreign market
True False
In: Economics
The Authentic Baking Taste: The Baker Corner, an authentic taste behind every success
With a strong influence from his French origins and culture, Aly Salama utilized his entrepreneurial spirit and founded The Baker Corner baking shop in 1960 in Egypt. Aly developed a special baking recipe that earned his shop a reputation as being one of the premium bakeries. Since the beginning, The Baking Corner has been a family-run business. Aly Salama’s three sons are currently managing the company; through the transition between generations, the company has aimed to deliver a premium product that is consistent and meets customer standards. Everything from the recipes being virtually unchanged to the layout and colors of the shops needed to be identical to ensure success. Every detail of the place is designed to reflect traditions and authenticity describing The Baking Corner’s as an experience that allows customers to step back in time with a handcrafted product. As customers enter the shop, The Baking Corner’s employees play a special role by their famous storytelling activities; every employee is trained to tell different stories about the bakery making and famous recipes in two to three minutes so that customers get entertained and get more knowledgeable about the brand’s identity and core values. The new generation expanded the product range to include freshly baked cakes, pastries, homemade desserts, freshly baked breads and sandwiches. Industry observers point to several aspects of the Baking Corner’s experience that make it the first choice for young adults and families seeking to get the best quality of freshly baked products at convenient prices; they want genuine home-made recipes made with high-quality ingredients, superior value, fun-filled atmosphere, warm, comfy décor, and quick, friendly service. The company’s famous slogan “The authentic Baking Taste” says it all.
Over the years, the business expanded to be one of Cairo’s best baking services. The main headquarter is now located in 10th of Ramadan city; the three brothers managed to invest in the new location and build a new factory to become one of the main ready-made bakery suppliers to major supermarkets and grocery shops. Moreover, they continued the family’s legacy by keeping the Baker Corner shops as one of Cairo’s premium bakeries destinations: there are currently seven bakery shops around town, in addition to a new shop in Alexandria with additional plans to expand. With each new store came the difficult task of maintaining the original experience for new, prospective, and loyal customers. To ensure customer satisfaction at the new locations, the management emphasizes the critical nature of replicating every aspect of the original idea.
In light of the current strong competition with famous bakery and pastry shops, the three brothers have decided to take their family business at a different level. Their strategy aimed at becoming one of the leading providers of frozen goods presenting a new ready to bake range offering ready-made pies, rolls, puff pastry doughs and other new freshly made and frozen goods to be stocked and ready to use within only 15 minutes. They remain committed at presenting their products with their authentic recipes offering the best quality; they consider this promise as a duty that helps protect and build the brand. Accordingly, they hired and trained the new staff to work on their production and distribution plan. They aim to supply their new frozen products to different supermarkets and grocery shops as well as to target other cafes and restaurants and sell in bigger volume.
2
Throughout the years, The Baking Corner has strived to deliver a promise to customers by staying true to the original product. Yet the company has a tough road ahead: maintain the superior performance of its old bakery shops and at the same time focus on the new expansion project. Everything from the recipes to décor of the stores need to be identical to ensure success in every new store; enthusiastic workers must be found. The owners are also concerned on how to sustain such growth in light of the global economic challenges that prevail due to the pandemic situation. What is the most appropriate strategy for this growth given the current economic condition? Not an easy task…
Case Questions
1. Explain whether The Baker Corner is working B2B and/or B2C, and why. (2 points) 2. Describe The Baker Corner’s Company target segment using evidence from the case. (3 points)
3. Outline the role of business in society according to your understanding of the course and the case. (5 points)
4. Mention the different departments that might be available in The Baker Company and explain the role of each department. (5 points)
5. Describe the challenges that might the new generation in maintaining the company growth. Please suggest from your point of view your recommendations to them. (5 points)
In: Economics
Organizations use budgets to reach their financial goals. A planning budget is a detailed financial plan that shows future income and expenses. For example, all of us sometimes create household budgets that plan projected income and expenses for food, clothing, housing, etc. At the end of the budgeting period, we compare what we earned and our expenses to the planning budget to make sure we followed the plan. For example, if we buy a boat and didn’t budget for that boat, what might happen? Organizations use budgets in a similar way.
We also create flexible budgets to help guide actual operations. For example, an organization’s actual expenses will rarely equal its budgeted expenses as estimated. Activities, such as sales, are rarely the same as budgeted. Many actual expenses and revenues will naturally differ from what was budgeted. A flexible budget is an estimate of what revenues and costs should have been, given the actual level of activity for the period. A flexible budget might help us to justify buying that boat!
Variance analysis evaluates and improves performance. A varianceis the difference between the actual amount and the amount budgeted in a certain time period. In other words, the amounts are different. Revenue variance is the difference between actual revenue and budgeted revenue. If the actual revenue is higher than budgeted revenue, the variance is labeled favorable. If actual revenue is less than budgeted, the variance is labeled unfavorable. Spending variances also occur. If the actual spending exceeds budgeted spending, the variance is unfavorable. If the actual spending is less than budgeted spending, the variance is favorable. As you can see, earning more than budgeted is good, but we should try to avoid spending more than what we budget. Think about the boat!
In: Accounting