A stock's returns have the following distribution:

Assume the risk-free rate is 3%. Calculate the stock's expected return, standard deviation, coefficient of variation, and Sharpe ratio. Do not round intermediate calculations. Round your answers to two decimal places.

Stock's expected return:   %

Standard deviation:   %

Coefficient of variation:

Sharpe ratio:

For expert using R

I try to solve this question((USING DATA FAITHFUL)) but each time I solve it, I have error , I try it many times. So,everything you write will be helpful..

Modify the EM-algorithm functions to work for a general K component Gaussian mixtures. Please use this function to fit a K= 1;2;3;4 modelto the old faithful data available in R (You need to initialize the EM-algorithm First ).   

Which modelseems to t the data better? (Hint: use BIC to compare models.)

Here what I try to use

## EM algorithm for univariate normal mixture

# The E-step

E.step <- function(x, pi, Mu, S2){

K <- length(pi)

n <- length(x)

tau <- matrix(rep(NA, n * K), ncol = K)

for (i in 1:n){

for (k in 1:K){

tau[i,k] <- pi[k] * dnorm(x[i], Mu[k], sqrt(S2[k]))

}

tau[i,] <- tau[i,] / sum(tau[i,])

}

return(tau)

}

#The M-step

M.step <- function(x, tau){

n <- length(x)

K <- dim(tau)[2]

tau.sum <- apply(tau, 2, sum)

pi <- tau.sum / n

Mu <- t(tau) %*% x / tau.sum

S2[1] <- t(tau[,1]) %*% (x - Mu[1])^2 / tau.sum[1]

S2[2] <- t(tau[,2]) %*% (x - Mu[2])^2 / tau.sum[2]

return(list(pi = pi, Mu = Mu, S2 = S2))

}

## The log-likelihood function

logL <- function(x, pi, Mu, S2){

n <- length(x)

ll <- 0

for (i in 1:n){

ll <- ll + log(pi[1] * dnorm(x[i], Mu[1], sqrt(S2[1])) +

pi[2] * dnorm(x[i], Mu[2], sqrt(S2[2])))

}

return(ll)

}

## The algorithm

EM <- function(x, pi, Mu, S2, tol){

t <- 0

ll.old <- -Inf

ll <- logL(x, pi, Mu, S2)

repeat{

t <- t + 1

if ((ll - ll.old) / abs(ll) < tol) break

ll.old <- ll

tau <- E.step(x, pi, Mu, S2)

M <- M.step(x, tau)

pi <- M$pi

Mu <- M$Mu

S2 <- M$S2

ll <- logL(x, M$pi, M$Mu, M$S2)

cat("Iteration", t, "logL =", ll, " ")

}

return(list(pi = M$pi, Mu = M$Mu, S2 = M$S2, tau = tau, logL = ll))

}

## generate data

set.seed(1)

pi <- c(0.3, 0.7)

Mu <- c(5, 10)

S2 <- c(1, 1)

n <- 1000

n1 <- rbinom(1, n, pi[1])

n2 <- n - n1

x1 <- rnorm(n1, Mu[1], sqrt(S2[1]))

x2 <- rnorm(n2, Mu[2], sqrt(S2[2]))

x <- c(x1, x2)

hist(x, freq = FALSE, ylim = c(0, 0.2))

# pick initial values

pi.init <- c(0.5, 0.5)

Mu.init <- c(3, 10)

S2.init <- c(0.4, 2)

#Run EM

A <- EM(x, pi.init, Mu.init, S2.init, tol = 10^-6)

#plot

t <- seq(0, 15, by = 0.01)

y <- pi[1] * dnorm(t, Mu[1], sqrt(S2[1])) +

pi[2] * dnorm(t, Mu[2], sqrt(S2[2]))

y.est <- A$pi[1] * dnorm(t, A$Mu[1], sqrt(A$S2[1])) +

A$pi[2] * dnorm(t, A$Mu[2], sqrt(A$S2[2]))

points(t, y, type = "l")

points(t, y.est, type = "l", col = 2, lty = 2)

# assign observations to components - clustering

d <- function(x) which(x == max(x))

apply(A$tau, 1, d)

apply(A$tau, 1, which.max)

# assess misclassification

table(apply(A$tau, 1, which.max), c(rep(1, n1), rep(2, n2)))

• Prompt: Review and respond to the three questions presented in the “The ‘People’ Focus: Human Resources at Alaska Airlines” case at the end of Chapter 10.
• Requirements: A 250-word minimum, APA compliant paper addressing all three questions. Regarding Question 2 – is there a biblical basis for employee empowerment? The final section is to include an analysis of how you see the approaches stated either aligning with or going counter to Scripture. How do Genesis 1:26-27 and 1 Peter 5:2-3 apply to this case?

The “People” Focus: Human Resources at Alaska Airlines

With thousands of employees spread across nearly 100 locations in the United States, Mexico, and Canada, building a committed and cohesive workforce is a challenge. Yet Alaska Airlines is making it work. The company’s “people” focus states:

While airplanes and technology enable us to do what we do, we recognize this is fundamentally a people business, and our future depends on how we work together to win in this extremely competitive environment. As we grow, we want to strengthen our small company feel . . . We will succeed where others fail because of our pride and passion, and because of the way we treat our customers, our suppliers and partners, and each other.

Managerial excellence requires a committed workforce. Alaska Airlines’ pledge of respect for people is one of the key elements of a world-class operation.

Effective organizations require talented, committed, and trained personnel. Alaska Airlines conducts comprehensive training at all levels. Its “Flight Path” leadership training for all 10,000 employees is now being followed by “Gear Up” training for 800 front-line managers. In addition, training programs have been developed for Lean and Six Sigma as well as for the unique requirements for pilots, flight attendants, baggage, and ramp personnel. Because the company only hires pilots into first officer positions—the right seat in the cockpit, it offers a program called the “Fourth Stripe” to train for promotion into the captain’s seat on the left side, along with all the additional responsibility that entails (see exterior and interior photos of one of Alaska Airlines’ flight simulators on the opening page of this chapter).

Customer service agents receive specific training on the company’s “Empowerment Toolkit.” Like the Ritz-Carlton’s famous customer service philosophy, agents have the option of awarding customers hotel and meal vouchers or frequent flier miles when the customer has experienced a service problem.

Because many managers are cross-trained in operational duties outside the scope of their daily positions, they have the ability to pitch in to ensure that customer-oriented processes go smoothly. Even John Ladner, Director of Seattle Airport Operations, who is a fully licensed pilot, has left his desk to cover a flight at the last minute for a sick colleague.

Along with providing development and training at all levels, managers recognize that inherent personal traits can make a huge difference. For example, when flight attendants are hired, the ones who are still engaged, smiling, and fresh at the end of a very long interview day are the ones Alaska wants on the team. Why? The job requires these behaviors and attitudes to fit with the Alaska Airlines team—and smiling and friendly flight attendants are particularly important at the end of a long flight.

Visual workplace tools also complement and close the loop that matches training to performance. Alaska Airlines makes full use of color-coded graphs and charts to report performance against key metrics to employees. Twenty top managers gather weekly in an operations leadership meeting, run by Executive VP of Operations, Ben Minicucci, to review activity consolidated into visual summaries. Key metrics are color-coded and posted prominently in every work area.

Alaska’s training approach results in empowered employees who are willing to assume added responsibility and accept the unknowns that come with that added responsibility.

Discussion Questions*

1. Summarize Alaska Airlines’ human resources focus in your own words.
2. Why is employee empowerment useful to companies such as Alaska Airlines?
3. What tools discussed in the chapter might be employed to enhance the company’s training and performance efforts? Why?

Black Mountain Ski Resort has been granted a 20 - year permit to develop and operate a skiing operation in a national park. After 20 years the site must be returned to its original condition. The roads may remain, as they can be used for fire prevention purposes. In the spring and summer before the ski hill opened, the following transactions and events occurred:

You must use the following Long-Lived asset accounts

Ski Lift

Ski Chalet

Land improvement

Roads

Parking lot

1. Installed three ski lifts for a total cost of $150,000,000. It is estimated that the scrap metal from the lifts could be sold for $4,000,000 at the end of 20 years.
2. Built a Ski chalet for $70,000,000
3. Removed Trees and cleared the area for ski runs at a cost of $40,000,000
4. Received $ 10,000,000 for the trees that were removed for the ski runs.
5. Put in roads for a cost of $50,000,000.
6. Paved an area at the base of the mountain for a parking lot at a cost of $10,000,000.
7. Estimated that it would cost $20,000,000 to dismantle the ski lifts in 20 years. The chalet could be removed for a cost of $15,000,000. Re-foresting the site would cost $5,000,000. Removing the parking lot will cost $3,000,000. Calculate the PV of Site Restoration using a risk rate of 6% and provide the journal entry.

8. Using Straight Line Depreciation record the depreciation for the first year of operations on the Long-Lived assets and site restoration costs. Put all the depreciation expense in one account and then create accumulated depreciation accounts for each asset that requires depreciation.

9. Allocate the interest expense on the site restoration costs for the first three years

10. Using the table below prepare the balance sheet presentation of all the accounts involved in this question for the end of the third year of operations.

    	Cost	Accumulated Depreciation	Net Carrying Amount
    Property Plant and Equipment
    Ski Lift
    Ski Chalet
    Land Improvement
    Roads
    Parking Lot
    Site Restoration Costs
    Total Property Plant and Equipment

    Long Term Liabilities

    Obligation for future restoration =

11. At the end of the project the actual cost of restoring the site is $43,000,000, as originally estimated. Prepare the journal entry to record the payment of these costs at the end of the project

    Date	Explanation/ Account	Debit	Credit

    what would be the total expenses associated with the site restoration in the first, second and 20^th year?

    Year	Depreciation of Site Restoration Costs	Interest expense accrual on obligation for future site restoration	Total Expense relating to site restoration
    1
    2
    20

    Calculations

Austin Enterprises makes and sells three types of dress shirts. Management is trying to determine the most profitable mix. Sales prices, demand, and use of manufacturing inputs follow.

The company faces two limits: (1) the volume of each type of shirt that it can sell (see maximum annual demand) and (2) 35,500 direct labor-hours per year caused by the plant layout.

a-1. Assuming the company can satisfy the annual demand, calculate the contribution margin for each type of dress shirt using the table below

a-2. How much operating profit could the company earn if it were able to satisfy the annual demand?

b-1. Compute the contribution margin for each shirt per the constrained resource, direct labor.

b-2. Which of the three product lines makes the most profitable use of the constrained resource, direct labor?

c. Given the information in the problem so far, what product mix do you recommend?

d-1. Calculate the contribution margin for each type of dress shirt using the table below.

d-2. How much operating profit should your recommended product mix generate?

Need help with this last part,

e. Suppose that the company could expand its labor capacity by running an extra shift that could provide up to 17,000 more hours. The direct labor cost would increase from $14 to $17 per hour for all hours of direct labor used during the additional shift. What additional product(s) should Austin manufacture and what additional profit would be expected with the use of the added shift?

Contribution margin per unit:

Additional labor cost at higher rate:

hours to produce one unit:

contribution margin per labor hour for extra cost:

new contribution margin per labor hour:

demand:

present production:

amount to produce on new shift:

Contribution margin per unit of new production:

Additional operating profit:

Q = A university is hiring new construction company and need to come with a blueprint. They are debating on how much distance/km belonging to a forested park can be preserved. Within this region, there are 250 residents and each have an identical inverse dmnd function where P = 20 - Q. Here, Q represents the amount of distance/km preserved. P is the representing per distance cost; that an individual is willing to pay for the amount of distance (Q).

Note: Margnal cost value is $800 per distnce/km

1. To support this question, Incorporate the marginal cost curve/, marginal benefit curve and write aggregate demand and plot these into graph

2.How much km is required fro be preserve in the context of efficient allocation,

Mary Ann is the wife of Kevin Lomax (an associate of John Milton) and earns a little extra money by making bee inspired accessories. She sells them on Saturday mornings in Central Park to joggers and other passerby’s. Sara charges $5 per accessory (unit) and has unit variable costs (beads, wire rings, etc.) of $2. Her fixed costs consist of small pliers, a glue gun, etc., which cost her $90.

a. Calculate Mary Ann’s break-even units

b. Prepare a profit-volume graph for Mary Ann

c. Prepare a cost-volume-profit graph for Mary Ann

PLEASE SHOW ALL WORK/CALCULATIONS & EXPLAIN HOW YOU CREATED THE GRAPHS IN EXCEL.

Tanya is playing PokemonGo, and searching for a Snorlax. The game is programmed such that pokemon are generated randomly, and there is a 7% chance that a Snorlax will appear. Tanya will search Mill Creek park until she captures 473 random pokemon. Consider the proportion in her sample that will be Snorlaxes. As we have learned, the sample proportion is a random quantity.

What type of random variable can we use to approximate the sample proportion? Type the name of the distribution using all capital letters.

What is the mean of the sample proportion? Input your answer as a decimal, not a percent.  

What is the standard deviation of the sample proportion? Input your answer as a decimal, not a percent.

What is the approximate probability that more than 6% of her sample will be Snorlaxes? Input your answer as a decimal, not a percent.

The Cash account of Guard Dog Security Systems reported a balance of $2,540 at December 31​, 2024. There were outstanding checks totaling $400 and a December 31 deposit in transit o f$100. The bank​ statement, which came from Park Cities​ Bank, listed the December 31 balance of $3,340. Included in the bank balance was a collection of $510 on account from Brendan Ballou​, a Guard Dog customer who pays the bank directly. The bank statement also shows a $30 service charge and $20 of interest revenue that Guard Dog earned on its bank balance. Prepare Guard Dog​'s bank reconciliation at December 31.

Guard Dog Security Systems

Bank Reconciliation

December 31, 2024

Classify the following descriptions as either Inferential statistics or descriptive statistics. Enter I if it is inferential statistics. Enter D if it is descriptive statistics.

The average age of the students enrolled in Statistics last semester was 29.7 years old.

There is a relationship between attending class and the grade you receive in the class.

Based on a random sample, it was concluded that the average cost of a hotel room in Chicago was greater than one in Atlanta.

A survey of 100 Statistics students found that the median score for test #1 was a 78.4%.

A study has concluded that the average credit card debt of college graduates had increased from the year 2009 to 2010.

The average Amazon.com rating of the book "The Complete Idiot's Guide to Statistics" by twenty-six reviews is 4.6 on a scale of 1 to 5.