Among 500 freshmen pursuing a business degree at a university, 319 are enrolled in an economics course, 240 are enrolled in a mathematics course, and 127 are enrolled in both an economics and a mathematics course. What is the probability that a freshman selected at random from this group is enrolled in each of the following? (Enter your answers to three decimal places.)

(a) an economics and/or a mathematics course

(b) exactly one of these two courses

. (c) neither an economics course nor a mathematics course

A survey of 200 students is selected randomly on a large university campus. They are asked if they use a laptop in class to take notes. Suppose that based on the​ survey, 80 of the 200 students responded​ "yes."

​a) What is the value of the sample proportion ModifyingAbove p with caret​?

​b) What is the standard error of the sample​ proportion?

​c) Construct an approximate 95​% confidence interval for the true proportion p by taking plus or minus 2 SEs from the sample proportion.

1) Find from following each situation whether it is Taxable supply or GST Free supply or Input taxed supply? Explain your answer with relevant section number and how much GST, if any, is included in the following situation.

a) A residential course, offered by a regional University, leading to a Graduate Diploma in Australian Law. The course cost is $35,000 comprising $25,000 for course fees and $ 10,000 for accommodation and meals.

b) Life insurance policy $75,000.

A sample of 1000 college students at NC State University were randomly selected for a survey. Among the survey participants, 108 students suggested that classes begin at 8 AM instead of 8:30 AM. The sample proportion is 0.108.

What is the lower endpoint for the 90% confidence interval? Give your answer to three decimal places.

(Note that due to the randomization of the questions, the numbers in this question might be different from the previous question.)

Answer:

When Victor is 10 years old, his father deposits a certain amount of money in a university fund that pays 12.4% capitalized semiannually. When Víctor turns 15, his father will deposit an amount equal to the one initially deposited and, when he turns 18, he will start receiving $ 65,000 from the fund each semester, starting at that moment, for 5 years, in order to pay for his career. the value of the 2 deposits.

The shift from mass marketing to targeted marketing and the corresponding use of a richer mix of marketing communications tools pose challenges for many marketers. If you were responsible for promoting your college or university, which of the six major forms of marketing communications would you use? How would you make sure they were integrated? Who is your target audience, and how can you best reach them with your communication?

How is the coronavirus pandemic affecting the labour market and education plans for Canadian University students? (Students may have lost their ability to support themselves through work or with help from family, there may be foreign students who face travel restrictions, etc., some may be graduating into a market with poor employment prospects while carrying large student loans, etc. List all the possible problem scenarios that you can think of.)

Consider a Coffee-shop located at the School University Center, which is managed by student association, and some students work there as a manager, in the kitchen, in customer service etc. You can consider all students workers as a general term “student_employee”.

As a system designer your task is to design a UML class for a “student-employee”, try to code in C# or any OOP language, create two sample objects and show inheritances from student to the student_employee.

15.1 Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow

Newell Company grew to be a diversified manufacturer and marketer of simple household items, cookware, and hardware. In the early 1950s, Newell Company’s business consisted solely of manufactured curtain rods that were sold through hardware stores and retailers like Sears. Since the 1960s, however, the company has diversified extensively through acquisitions of businesses for paintbrushes, writing pens, pots and pans, hairbrushes, and the like. Over 90% of its growth can be attributed to these many small acquisitions, whose performance Newell improved tremendously through aggressive restructuring and its corporate emphasis on cost cutting and cost controls. Usually within a year of the acquisition, Newell would bring in new leadership and install its own financial controller in the acquired unit. Then, three standard sets of controls were introduced: an integrated financial accounting system, a sales and order processing and tracking system, and a flexible manufacturing system. Once these systems were in place, managers were able to control costs by limiting expenses to those previously budgeted. Administration, accounting, and customer-related financial accounting aspects of the acquired business were also consolidated into Newell’s corporate headquarters to further reduce and control costs.

While Newell Company’s 16 different lines of business may appear quite different, they all share the common characteristics of being staple manufactured items sold primarily through volume retail channels like Wal-Mart, Target, and Kmart. Because Newell operates each line of business autonomously (separate manufacturing, research and development [R&D], and selling responsibilities for each), it is perhaps best described as pursuing a related, linked diversification strategy. The common linkages are both internal (accounting systems, product merchandising skills, and acquisition competency) and external (distribution channel of volume retailers). Beyond its internal systems and processes, Newell was also able to control costs through outcome controls. That is, business managers were paid a bonus based on the profitability of their particular unit—in fact, the firm’s strategy is to achieve profits, not simply growth at the expense of profits. Newell managers could expect a base salary equal to the industry average but could earn bonuses ranging from 35% to 100% based on their rank and unit profitability.

In 1999, Newell acquired Rubbermaid, a U.S.-based manufacturer of flexible plastic products like trash cans, reheatable and freezable food containers, and a broad range of other plastic storage containers designed for home and office use. While Rubbermaid was highly innovative (over 80% of its growth has come from internal new product development), it had difficulty controlling costs and was losing ground against powerful customers like Wal-Mart. Newell believed that the market power it wielded with retailers like Wal-Mart would help it turn Rubbermaid’s prospects around. The acquisition deal between these two companies resulted in a single company that was twice as big and became known as Newell Rubbermaid Inc. (NYSE: NWL). In 2010, Fortune named Newell Rubbermaid the number 7 “Most Admired Company” in the home equipment and furnishings category.

1. How do the controls Newell uses fit its strategy?

Discuss Acquired Immune Deficiency Syndrome