Resistance training is a popular form of conditioning aimed at enhancing sports performance and is widely used among high school, college, and professional athletes, although its use for younger athletes is controversial. Researchers obtained a random sample of 3933 patients between the ages of 8 and 30 who were admitted to U. S. emergency rooms with injuries classified by the Consumer Product Safety Commission code "weight-lifting." These injuries were further classified as " accidental" if caused by dropped weight or improper equipment use. Of the 3933 weight-lifting injuries, 1648 were classified as accidental.

What is a 98% confidence interval for the proportion of weight-lifting injuries in this age group that were accidental?

The 98% confidence interval (±±0.001) is from  to

You are a nurse in a general practice whose current patient is visiting the physician to report her inability to fall asleep or stay asleep five out of seven nights per week. She describes that her husband is an over-the-road trucker and is home about 10 days per month. They have four kids, three in high school, and she works full time as a stockbroker.

1. Outline the questions you would expect to ask the patient regarding her sleeplessness.
2. How could more specific information regarding the patient’s sleep–wake patterns be obtained?
3. What data would be helpful to record in a sleep diary?
4. Which key findings obtained during a physical assessment could validate the existence of a sleep disturbance?

Please answer the following open-ended questions using a minimum word count of 1,500 words total for the complete assignment

Chapter 4 – Critical Thinking Questions (25 points)

1. “Emotional intelligence is more important than cognitive intelligence in influencing an individual’s success.” Do you agree or disagree with this statement? Fully support your perspective.

2. Recall a traumatic personal event, such as losing a loved one due to an accident or illness, receiving a rejection for an important job or school application, or failing an important assignment. Based on what you have learned in Chapter 4, discuss what has happened to you in terms of your cognitive reasoning, your emotional reactions, and your ability to logically deal with these stressful situations.

For each exercise, find the equation of the regression line and find the y’ value for the specified x value. Remember that no regression should be done when r is not significant.

27.Class Size and Grades School administrators wondered whether class size and grade achievement (in percent) were related. A random sample of classes revealed the following data.

Find y′ when x = 12.

Answer: R is not significant no regression should be done. Please show work this is a review for an exam coming up. Please do this by hand. Also, specifically show how you find R. Thank you

What means of managing group conflicts, as discussed in Chapter 9(Conflict and Negotiation), are used in the Ford-Mazda partnership? Case Study - A Successful Partnership at Ford-Mazda. Please anwers the question in minimun 200 words.

Case for Analysis:

A Successful Partnership at Ford-Mazda

While international joint ventures among auto manufacturers make great sense, often they don’t make great profits. For example, for many years, auto giant General Motors bailed out loss-plagued Isuzu, in which at one point it owned a 49 percent stake. The list of cross cultural disappointments goes on: Chrysler-Mitsubishi, Daimler-Chrysler, and Fiat-Nissan have all produced as much rancor as rewards.

Ford-Mazda is the exception. Their marriage has weathered disagreements over specific projects, trade disputes between Japan and the United States, and even allegations by the Big Three that Mazda and other Japanese rivals were dumping minivans in the United States. The alliance, founded when Ford stepped in to rescue the struggling Japanese carmaker in 1979, has stood firm for over 30 years. With Ford owning 11 percent of Mazda, the two companies have cooperated on several new vehicles and exchanged valuable expertise—Ford in international marketing and finance, Mazda in manufacturing and product development.

Ford and Mazda have worked jointly on several auto models; usually Ford would do most of the styling and Mazda would make key engineering contributions. Jointly worked cars include the Ford Escort and Mercury Tracer models, the subcompact Festiva, the sporty Ford Probe and Mercury Capri, and the Tribute and Explorer SUVs. The Ford-aided Mazdas are the MX-6, 323, Protégé, and Navajo. In all, approximately one of every four Ford cars sold in the United States has benefitted from some degree of Mazda involvement everything from manufacturing methods to steering designs whereas two of every five Mazdas has some Ford influence. The Ford-Mazda relationship extends beyond U.S. borders. In 2010, a joint venture between Ford and Mazda in Thailand began producing passenger cars export to several Asian countries. Ford and Mazda can call on some hard-learned principles for managing a successful strategic alliance, many of which would apply to ties in any industry. The secrets to the Ford-Mazda success are

Keep top management involved. The boss must set a tone for the relationship. Otherwise, middle managers will resist ceding partial control of a project to a partner.

Meet often, and often informally. Meetings should be at all levels and should include time for socializing. Trust can’t be built solely around a boardroom table.

Use a matchmaker. A third party can mediate disputes, suggest new ways of approaching the partner, and offer an independent sounding board.

Maintain your independence. Independence helps both parties hone the areas of expertise that made them desirable partners in the first place.

Allow no “sacrifice deals.” Every project must be viable for each partner. Senior management must see that an overall balance is maintained.

Appoint a monitor. Someone must take primary responsibility for monitoring all aspects of the alliance.

Anticipate cultural differences. Differences may be corporate or national. Stay flexible and try to place culturally sensitive executives in key posts.

Underlying these principles is the idea that benign neglect is no basis for a partnership. Or, as Ford president Phillip E. Benton Jr. stated, “There’s a lot of hard work in making it work.”

Welsh Meds Plc is a small but rapidly growing biotechnology company in Cardiff with annual revenues of £115 million. Last year’s net income was £6.38 million. Founded in 2002 by Carwyn Thomas and Geraint Jones with the support of a venture capitalist, the firm’s success has been remarkable. After a three year development phase, the company’s breakthrough was brought about by a drug called Enzyme Shield that was designed to treat immune system deficiencies (ISD). To fund the substantial increase in production capacity, which the owners decided should remain in-house, Carwyn and Geraint took Welsh Meds public, thereby taking advantage of the favorable stock market conditions of 2006. By issuing 2.8 million shares at £19, £53.2 million of equity were raised. Two years ago, Welsh Meds made its first annual dividend payment of £0.40 which increased by 15% last year. Ten months ago, the company received the Drug Administration Authority’s approval the mass market Enzyme Shield Light, a derivative of its first drug was specifically targets ISD in younger children. As a result, last quarter company earnings are up 37%, compared to the previous quarter. Carwyn and Geraint are very optimistic about Welsh Meds’ future and wonder if it is time to reward its shareholders with either a special one-time dividend of £2.50 or an increase of the annual dividend by £1.00. William Stewart, the company’s CFO, however, suggests using half of the accumulated cash of £12 million to initiate a buy back. In addition, Mr. Stewart would like to reduce the company’s debt by 4 million, thereby maintaining a cash reserve of only £2 million. Recovering from the global financial crisis when shares of Welsh Med fell by more than half, its current share price £17.38 is still, down 32% from its peak £25.55 of summer 2007. However, Carwyn and Geraint are very optimistic that the economic recovery will continue and that their company’s share price will reach new highs within the next 2–3 years. QUESTIONS 1. Do you think it was prudent to initiate annual dividend payments only 3 years after the IPO?

2. If a special one-time dividend was paid, how would it likely affect Welsh Meds’ share price?

3. Would the share price reaction be different if the annual dividend was raised by £1.00 instead?

4. What is the current dividend payout ratio and how would it change if the annual dividend was raised by £1.00?

5. Based on the current share price of £17.63, determine the company’s implied cost of capital according to the dividend discount model (DDM).

6. What do you think about the owner’s optimistic view that the share price will reach new highs in 2–3 years? Is a share price of £25.55 or higher realistic under the current dividend growth rate assumption?

7. Is the commonly used DDM that assumes a constant and perpetual growth rate applicable to Welsh Meds? Explain

8. How would the suggested debt reduction affect the company’s P/E ratio, return on assets, and return on equity?

9. How would the suggested share repurchase affect the company’s P/E ratio, return on assets, and return on equity?

10. Would you regard a £2 million cash reserve as sufficient for Welsh Meds? Explain.

Welsh Meds Plc Mini Case

Welsh Meds Plc is a small but rapidly growing biotechnology company in Cardiff with annual revenues of £115 million. Last year’s net income was £6.38 million. Founded in 2002 by Carwyn Thomas and Geraint Jones with the support of a venture capitalist, the firm’s success has been remarkable. After a three year development phase, thecompany’s breakthrough was brought about by a drug called Enzyme Shield that was designed to treat immune system deficiencies (ISD). To fund the substantial increase in production capacity, which the owners decided should remain in-house, Carwyn and Geraint took Welsh Meds public, thereby taking advantage of the favorable stock market conditions of 2006. By issuing 2.8 million shares at £19, £53.2 million of equity were raised. Two years ago, Welsh Meds made its first annual dividend payment of £0.40 which increased by 15% last year. Ten months ago, the company received the Drug Administration Authority’s approval the mass market Enzyme Shield Light, a derivative of its first drug was specifically targets ISD in younger children. As a result, last quarter company earnings are up 37%, compared to the previous quarter. Carwyn and Geraint are very optimistic about Welsh Meds’ future and wonder if it is time to reward its shareholders with either a special one-time dividend of £2.50 or an increase of the annual dividend by £1.00. William Stewart, the company’s CFO, however, suggests using half of the accumulated cash of £12 million to initiate a buy back. In addition, Mr. Stewart would like to reduce the company’s debt by 4 million, thereby maintaining a cash reserve of only £2 million. Recovering from the global financial crisis when shares of Welsh Med fell by more than half, its current share price £17.38 is still, down 32% from its peak £25.55 of summer 2007. However, Carwyn and Geraint are very optimistic that the economic recovery will continue and that their company’s share price will reach new highs within the next 2–3 years.

QUESTIONS

1. Do you think it was prudent to initiate annual dividend payments only 3 years after the IPO?

2. If a special one-time dividend was paid, how would it likely affect Welsh Meds’ share price?

3. Would the share price reaction be different if the annual dividend was raised by £1.00 instead?

4. What is the current dividend payout ratio and how would it change if the annual dividend was raised by £1.00?

5. Based on the current share price of £17.63, determine the company’s implied cost of capital according to the dividend discount model (DDM).

6. What do you think about the owner’s optimistic view that the share price will reach new highs in 2–3 years? Is a share price of £25.55 or higher realistic under the current dividend growth rate assumption?

7. Is the commonly used DDM that assumes a constant and perpetual growth rate applicable to Welsh Meds? Explain.

8. How would the suggested debt reduction affect the company’s P/E ratio, return on assets, and return on equity?

9. How would the suggested share repurchase affect the company’s P/E ratio, return on assets, and return on equity?

10. Would you regard a £2 million cash reserve as sufficient for Welsh Meds? Explain.

1. Newport Industries is one of the first producers of a unique consumer product. The company has chosen a low-price strategy, hoping this will enable them to quickly attract many customers while discouraging potential competitors from entering the market. Newport's approach to pricing is a classic example of the skimming strategy.

   True

   False

2. The ability to integrate computers into the design and manufacture of products has had the greatest impact on production techniques in recent years.

   True

   False

3. In the evaluation of the promotion, it's best to establish a promotional strategy that can reach multiple targets rather than developing a separate promotion mix for each target group.

   True

   False

4. Bright Electronics has found it needs to reorganize, including a significant trim of its middle management. This action will likely result in

   		acquiring additional firms.
   		flattening the organization and empowering employees, allowing them to get closer to the customer.
   		increasing the size of its traditional departments to handle 24/7 operations.
   		centralizing its decision making to better control its total quality management program.

5. Empowerment means:

   		giving employees the authority to make decisions.
   		making certain that employees always defer to management when making decisions.
   		hiring employees that do not require training due to the costly nature of this activity.
   		asking employees to write the policies which govern their jobs.

6. School Days Centers specialize in helping students with difficulties. With locations around the country, each center consists of a manager and several tutor and counselors. The counselors and tutor have a great deal of flexibility to design programs specifically for individual students. In fact, these first-line employees are considered to be the key people in the organization, and the manager's main function is to assist these employees in matters such as scheduling and securing necessary materials. This type of arrangement suggests that School Days is an inverted organization.

   True

   False

Is college worth it? Part I: Among a simple random sample of 331 American adults who do not have a four-year college degree and are not currently enrolled in school, 48% said they decided not to go to college because they could not afford school.

(a) A newspaper article states that only a minority of the Americans who decide not to go to college do so because they cannot afford it and uses the point estimate from this survey as evidence. Conduct a hypothesis test to determine if these data provide strong evidence supporting this statement. The hypotheses for this test are:

A. Ho: p = .5 Ha: p < .5

B. Ho: p = .5 Ha: p ≠ .5

C. Ho: p = .5 Ha: p > .5

The test statistic is: (_____) The p-value associated with this hypothesis test is: (_____) What is the conclusion of the hypothesis test?

A. Since p ≥ α we accept the null hypothesis

B. Since p<α we reject the null hypothesis and accept the alternative

C. Since p ≥ α we do not have enough evidence to reject the null hypothesis

D. Since p<α we fail to reject the null hypothesis

E. Since p ≥ α we reject the null hypothesis and accept the alternative

Interpret the result of the test in the context of this study and article:

A. The data do not provide sufficient evidence to claim that only a minority of Americans who choose not to go to college do so because they cannot afford it

B. The data provide sufficient evidence to claim that only a minority of Americans who choose not to go to college do so because they cannot afford it

(b) Would you expect a confidence interval for the proportion of American adults who decide not to go to college because they cannot afford it to include 0.5?

A. yes

B. no