Case:

  In the move to online instruction due to COVID-19, Development University was concerned that its students may not have the technology they needed at home to keep up with their classes. In order to address this issue, at the start of the term, the University offered all students coupons for a 50% price discount on a new iPad. The hope was that the iPad would allow students to participate more fully in their online classes, and therefore allow them to learn more.

    Development University heard that you have learned how to do impact evaluation in your economics classes, so asked you to evaluate how well the iPads worked for their students. In particular, they wanted to know if the iPads caused student grades to improve. In looking at the

data, you notice that although all students were offered the coupon, only half of them purchased an iPad through the program. Therefore, you decide to compare the average GPAs of students who purchased an iPad to those who didn't. You find that students who purchased an iPad had an average GPA of 3.6, and students who did not purchase an iPad had an average GPA of 3.0.

Explain and describes the context of this study? (The answer should clearly define the treatment and the outcome variable in this study)

Please explain and describe E[y1i|D=0] in the context of this study?

Come out with a formula that represents your observed estimate of the average effect of the iPads on student grades. As described above, your estimate is the difference in grades between those who purchased an iPad and those who didn't.

Blue Company began operations on January 2, 2016. It employs 10 individuals who work 8-hour days and are paid hourly. Each employee earns 12 paid vacation days and 7 paid sick days annually. Vacation days may be taken after January 15 of the year following the year in which they are earned. Sick days may be taken as soon as they are earned; unused sick days accumulate. Additional information is as follows.

Blue Company has chosen not to accrue paid sick leave until used, and has chosen to accrue vacation time at expected future rates of pay without discounting. The company used the following projected rates to accrue vacation time.

Prepare journal entries to record transactions related to compensated absences during 2016 and 2017

Compute the amounts of any liability for compensated absences that should be reported on the balance sheet at December 31, 2016 and 2017.

Marigold Company began operations on January 2, 2016. It employs 11 individuals who work 8-hour days and are paid hourly. Each employee earns 9 paid vacation days and 7 paid sick days annually. Vacation days may be taken after January 15 of the year following the year in which they are earned. Sick days may be taken as soon as they are earned; unused sick days accumulate. Additional information is as follows. Actual Hourly Wage Rate Vacation Days Used by Each Employee Sick Days Used by Each Employee 2016 2017 2016 2017 2016 2017 $11 $12 0 8 5 6 Marigold Company has chosen to accrue the cost of compensated absences at rates of pay in effect during the period when earned and to accrue sick pay when earned. Part 1 Prepare journal entries to record transactions related to compensated absences during 2016 and 2017. (If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Credit account titles are automatically indented when amount is entered. Do not indent manually.) Date Account Titles and Explanation Debit Credit 2016 (To accrue the expense and liability for vacations) (To accrue the expense and liability for sick pay) (To record payment for compensated time when used by employees) 2017 (To accrue the expense and liability for vacations) (To accrue the expense and liability for sick pay)

Students taking the Graduate Management Admissions Test (GMAT) were asked about their undergraduate major and intent to pursue their MBA as a full-time or part-time student. A summary of their responses follows. Undergraduate Major Business Engineering Other Totals Intended Enrollment Full Time 423 394 75 892 Status Part Time 401 594 45 1,040 Totals 824 988 120 1,932 Develop a joint probability table for these data (to 3 decimals). Undergraduate Major Business Engineering Other Totals Intended Enrollment Full-Time Status Part-Time Totals Use the marginal probabilities of undergraduate major (Business, Engineering, or Other) to comment on which undergraduate major produces the most potential MBA students. If a student intends to attend classes full-time in pursuit of an MBA degree, what is the probability that the student was an undergraduate Engineering major (to 3 decimals)? If a student was an undergraduate Business major, what is the probability that the student intends to attend classes full-time in pursuit of an MBA degree (to 3 decimals)? Let A denote the event that student intends to attend classes full-time in pursuit of an MBA degree, and let B denote the event that the student was an undergraduate Business major. Are events A and B independent? Icon Key Previous Question 14 of 15 Next SaveSubmit Test for Grading

Palapye Biotech Company has 10 scientists in the same lab with you. One of the co-workers who attended another unnamed University in the country got jealous about how technologically advanced you are and decided to get you fired by unscrupulous means. The production strain goes missing. Pheww! You were the last person to visit the collections storeroom as witnessed by the collections storeroom logbook. You are then entrusted to do the investigation of the theft of the company´s novel production strain. During the investigation you acquire the following evidence; • A spot of blood on the corners of the tables in the store room suggesting that the suspect probably got injured in the haste ordeal • Hair follicles • Used gloves worn probably by the suspect to get the samples from the freezer vii. Your advisor suggests that you can use your molecular biology skills to identify the suspect, by using the serological tests. How will you argue (progressively) that the technology will not resolve the issue (2).

Scenario

Pigs R Us is a second generation, family-owned Richmond-based company with about 400 employees. It slaughters, manufactures, and sells pork food products.  Pigs R Us (PRU) is a low-tech, hands-on, “bricks and mortar” type of company with solid brand recognition, an impeccable reputation for high quality and ethical standards. The processes used in manufacturing are with the highest ISO20002 standards, and the plant is maintained immaculately. The personnel are comprised of an older work force (average employee age is late 40s). There is little staff turnover, though lately there have been a diverse group of younger workers joining the company. There has been an impressive record of speedy state and federal new-product approvals, and solid working relationships with their large and small customers.

The company prides itself on the close "southern family," culture of the business. The company logo features a pig with a smile on its face surrounded by small pictures of some of its oldest serving employees. The organization's structure is “old-fashioned”. It is hierarchical with rigid management divisions and reporting policies. Research, manufacturing, and sales and marketing operate in traditional fashion, with employees reporting to supervisors or mid-level managers. By the 1990s, sales and distribution grew from Richmond into a regional market, establishing a competitive advantage throughout the US South. Despite downward economic times in the US and the South, the pork business does well. This is due largely to the fact that Pork is one of the cheaper meat products and there is a variety of ways it can be prepared.

Owned by the Morris family for the last 60 years, Pigs R Us is a key player in the Richmond based food industry. Various Morris family members sit on the board of charities throughout the city and it is not unusual to see the name at society events. Further, the Company sponsors its own Little League Team and has built a recreation center and assisted living facility for the elderly, guaranteeing space for all former 20+ year veteran workers of the company for free. So, it was no surprise, that the whole community was devastated when it was announced by the Morris family that Vance Morris the CEO of Pigs R Us was killed while driving back from a Pigs R US board meeting. The plant closed for a week to show respect and to determine how it would function until the family could make its succession decisions.

Vance Morris was the only son of James and Kathleen Morris. Vance took over the business 10 years before when his father had a heart attack and died. Fresh out of graduate school when his father died. He took over the business that he had known well much to the pleasure and keen eye of the workers. Vance made some marketing changes that allowed for the growth of the company and with the help of the employees brought the plant into its current state. Vance had just gotten married the year before to a young Richmond artist he had met at one of his charity benefits. He had no heirs and no plans for succession as he was in his mid-thirties and had just gotten married. While Vance had cousins in the area they were all professional people who knew nothing about business or pork. The workers could only surmise that the company would be sold, but speculation as to whom it might be did not include someone from out of the city.

Before the deal was announced publicly, John’s widow, Arleen, reported to the workers that a Chinese company, Shanghou (SHU), would be buying Pigs R US. Mrs. Morris assured the workers that the SHU promised not to cut workers' wages and benefits, and to keep the current management team in place. She said that SHU also promised to keep Pork R US headquarters in Richmond. Arleen assured the workers that SHU promised that there would be no changes for the first year and that almost everything would remain the same. From her talks with SHU, Arleen is a bit worried about future changes that SHU may implement.

SHU is a large manufacturer and distributor of food and beverages with, headquarters in Hong Kong. Manufacturing plants operate in mainland China, and the company has additional offices in Europe and Australia. By acquiring the smaller, well-respected Pork R US, SHU aims to diversify and expand its consumer base by including tailor-made pork products globally to meet market projections of a customer upsurge in sustainable, non-beef meats in the next decade. Given SHU’s current availability of telecommunications software and hardware, the deployment of the Pigs R US refrigeration trucks should not be an insurmountable issue.

Many PRU employees, especially the older workers and some of the older managers, are dispirited about the acquisition, and anxious about working for foreigners, downsizing, less face-to-face interaction, language differences, and more electronic systems that are to be put in place. Some of the of the more experienced workers are considering a move or an early retirement due to the ongoing rumors about the acquisition. To make matters worse, recent news media have printed stories about tainted food made by other companies in China. Employees fear loss of product quality and damage to PRU’s reputation as well as the loss of the family southern culture that was their pride and joy.

SHU has told PRU workers that for now, most employees will be retained. However, all employees will be evaluated, and reassigned to teams as the new flat structure is put in place. The new CEO is Harvard-educated Daniel Chinn. He supports increasing the company's competitive edge by discovering and developing existing individual potential through group collaboration and team synergy. Ever since his days as a brilliant, hard-driving MBA student; he has been known to be an enthusiastic supporter of job training and career growth. Like many of SHU’s employees, David is in his early thirties. He speaks four languages and is ambitious, self-directed, tech-savvy, accustomed to working remotely, and experienced with a culturally diverse staff. David is eager to make his newest acquisition a success. He wants to move forward on the integration of "Pork R US’ workers into SHU because Chinn believes they are the “greatest asset have a rich knowledge base and experience can be tapped into to bring the company success." Chinn is concerned about the mix of culture and how his ideas of incorporating artificial intelligence and more robotics into the manufacturing processes will be received by management and the workers at the newly acquired plant.

Daniel Chinn is anxious to keep the “southern family” culture of Pigs R Us but at the same time wants to use the most modern of manufacturing techniques. He decided that the best way to do this was to start a pilot change operation in the packaging area to demonstrate to the workers the effectiveness of technology. He bought and set up for use 3D printers in the packaging room. The printers were able to create reusable shipping materials and operate in conjunction with the product conveyor for fast and easy packaging. He brought in two trained 3D printer operators from China to handle the work along with two robots that would move the package material and create shrink-wrapped pallets for loading on to the trucks.

The current packaging department employs 5 workers on day shift and 3 newer workers on the night shift. All the day shift workers are in their early fifties and have been working for Pigs R Us all their lives. John Mellon, the lead line man, exemplifies the group. He is 53 years old. He has a family of three children most all are grown. One works in the business with him as the manager of accounting department having gotten a college degree unlike his father. John rarely travels out of state and has never been abroad. He is not terribly familiar with technology. He has a Smart TV but his children have set it up for him to use Netflix.

When the new employees arrived, the packaging staff tried to get to know them but had little in common and found it hard to communicate with them. The new workers ate together at lunch and always with food they brought with them despite offers of food brought in by the older employees to show their “southern roots”. Things are strained between the groups because the older employees thought they were being snubbed and many are uncertain as to the customs and language unable to communicate their real feelings. This all operated to create a schism among the workers which escalated into job performance and employment commitment issues when the six-month results from the 3D/Robot pilot showed the following success in favor of new technology.

The results showed such a marked process improvement with the added benefit of creating materials that were sustainable. The immediate reaction among the older workers was fear for their jobs. The new workers suddenly were the enemy. Chinn was pleased with the new process and indicated that the 3D printing approach would be continued. The word of the decision spread among the families in the company and the “southern family” culture was now closing ranks on the newcomers both in the packaging room and in the other departments thus confirming their fears when news of the buyout surfaced.

1. Write SWOT analysis

2. Write the current state of the company as supported by the SWOT and its relevance to the scenario.

3. Identifie the OD challenges in the case.

4. Recommend and describe the quantitative approach for diagnosing the situation at Pinyin Foods.

Given that Japanese GAAP is different from US GAAP, what would be some of the steps US Companies need to take to reconcile their financial statements to Japanese GAAP (or vice versa) should a company decide to issue their statements in the other country?

It’s 2014. You’ve been working for 4 years. You’re thinking about getting an MBA (full time two years).
• Current Salary: $80,000 per year
• Expected Salary: $110,000 per year
• Cost of an MBA: $100,000
How many years to take to pay back the cost after the graduation? Assume 8% of annual rate.

For water to be considered safe, the average amount of radioactivity in the water has to be less than 5 pCi/L (picocuries per liter). A local environmental group wants to be sure that the local water company provides the local university with safe water. If the water is determined to be unsafe, the local water company must determine the cause and correct it. A random sample of water samples from the university is obtained and the amount of radioactivity in each is measured.

a) State the null and alternative hypotheses. Write '≤' as '<=', '≥' as '>=', and '≠' as '<>'.

b) In context, explain what the Type I error is.

c) In context, explain what the Type II error is.

d) Which error is worse for the environment, a Type I error or a Type II error? Why?

e) Which error is worse for the water company, a Type I error or a Type II error? Why?