Regression Analysis/Need R code/Step By Step Explanation/No Hand Written Regression:

A) Provide a 95% Confidence interval for each of the estimated parameters B ) Use Hypothesis Testing to test the significance of Regression and Residual Analysis C) Perform Lack of fit test Apply corresponding transformation to correct model inadequacies if any. D) Perform Multicollinearity and Validate your model Accordingly. We seek a model of the form # # B = A0 * X0 + A1 * X1 + A2 * X2 + A3 * X3 + A4 * X4

Dataset is in format that can be used and run in R Studio directly:

 a0, 1; a1, the petrol tax; a2, the per capita income;a3, the number of miles of paved highway;a4, the proportion of drivers; b,  the consumption of petrol.

b <- c(541, 524,561, 414,410,457,344, 467, 464, 498, 580, 471, 525, 508, 566,635,603,714,865,640,649
,540, 464, 547, 460, 566, 577, 631, 574, 534, 571, 554, 577, 628, 487, 644, 640, 704, 648, 968
, 587, 699, 632, 591, 782, 510,610, 524)

a4 <- c(0.525, 0.572, 0.580, 0.529, 0.544, 0.571, 0.451, 0.553, 0.529, 0.552, 0.530, 0.525,
0.574,0.545,0.608,0.586,0.572,0.540,0.724,0.677,0.663,0.602,0.511,0.517,0.551,0.544, 0.548,
0.579, 0.563, 0.493, 0.518, 0.513, 0.578, 0.547, 0.487, 0.629, 0.566, 0.586, 0.663, 0.672
,0.626,0.563,0.603,0.508,0.672,0.571,0.623, 0.593)

a3<- c(1976,1250, 1586, 2351, 431, 1333, 11868, 2138, 8577, 8507, 5939, 14186, 6930, 6580,8159,
10340, 8508, 4725, 5915, 6010,7834,602, 2449, 4686,2619, 4746, 5399,9061,5975, 4650, 6905,
6594,6524,4121,3495, 7834, 17782, 6385, 3274, 3905,4639, 3985, 3635, 2611, 2302, 3942, 4083
, 9794)

a2 <- c(3571, 4092, 3865, 4870, 4399, 5342, 5319, 5126, 4447, 4512, 4391, 5126, 4817, 4207, 4332, 4318,
4206, 3718, 4716, 4341, 4593, 4983, 4897, 4258, 4574, 3721, 3448, 3846, 4188, 3601, 3640, 3333,
3063,3357,3528,3802,4045, 3897, 3635, 4345, 4449, 3656, 4300, 3745, 5215, 4476, 4296 ,5002)

a1 <- c(9.00, 9.00, 9.00, 7.50, 8.00, 10.00, 8.00, 8.00, 8.00, 7.00, 8.00, 7.50, 7.00, 7.00, 7.00, 7.00,
7.00, 7.00, 7.00, 8.50, 7.00, 8.00, 9.00, 9.00, 8.50, 9.00, 8.00, 7.50, 8.00, 9.00, 7.00,
7.00, 8.00, 7.50, 8.00, 6.58, 5.00, 7.00, 8.50, 7.00, 7.00, 7.00, 7.00, 7.00, 6.00, 9.00, 7.00
, 7.00)

Case study

Last month you were hired with the title Health Informatics Specialist at an independent community care hospital with 350 beds. The hospital includes a comprehensive outpatient clinic, a rehabilitation center with both inpatient and outpatient services, a cardiac care center, and an emergency room. In addition, four family health centers are located throughout the community. More than 930 primary care and specialty physicians are associated with the hospital, which has a staff of just over 2000 employees. The hospital has an EHR in place. The hospital has a working relationship with a major academic medical center located 23 miles away. Acute care patients who need more extensive treatment are usually transferred to the medical center. These are often emergency situations, and data are freely shared among the institutions with the best interests of the patient in mind. Located directly beside the hospital is a 194-bed skilled nursing home. While the nursing home has its own medical staff consisting of a physician and two nurse practitioners, patients needing consults or additional care are usually seen at the hospital with follow-up at physicians’ offices. While the nursing home, most of the physicians’ offices, and the hospital are independent institutions, there is a long history of sharing health-related data when treating patients who live at the nursing home and are seen at the hospital or in the physicians’ offices. This coordination is seen as a general benefit for a number of patients. It appears that most patients have signed a form giving the hospital permission to send information to the nursing home. However, these forms have been stored in individual offices, so it is difficult to determine who has signed what forms and what permission has or has not been given to share information among the nursing home, hospital, and independent medical practices.

Discussion Questions

1. What additional information is needed to clarify what problems may exist and what changes may be needed in terms of data that are shared among the institutions?

2. Can the EHR system and/or e-mail be used to share data among these different institutions more effectively and securely? If yes, how would this be done? For example, what agreements, policies, and procedures might need to be developed?

3. In your position as Health Informatics Specialist, how would you go about determining whether there are other potential security issues that now need to be managed by the hospital?

4. From your reading in chapter 25, name two federal agencies and describe their role in the regulatory oversight of Health IT.

5. What are three major issues with mHealth applications and wearable devices?

Warner and Augustine Robins, both 33 years old, have been married for 9 years and have no dependents.

Warner is the president of Dragon Lady Corporation located in Macon. The Dragon Lady stock is owned 40 percent by Warner, 40 percent by Augustine, and 20 percent by Warner’s father.

Warner and Augustine received the following tax documents:
1) W-2 Form
2) Form 1099-INT
3) Form 1098
4) Letter from Macon Museum of Arts regarding their charitable contribution.
These items are located on separate tabs.

The Robins paid the following amounts (all can be substantiated):

General state sales tax $2,120 Auto loan interest $4,800 Medical insurance $10,400 Income tax preparation fee $750 Charitable contributions in cash: Church $2,600 Tree Huggers Foundation (a qualified charity) $3,000 Central Georgia Technical University $5,000 Safe-deposit box $300

The tax basis for the donated painting is $25,000 and the painting has been owned by Warner and Augustine for 5 years.

Dragon Lady does not cover health insurance for its employees. In addition to Warner and Augustine's health insurance premiums shown above, Augustine required surgery which cost $6,720 for which only $3,100 was covered by insurance. Warner had to drive Augustine 300 miles each way to a surgical center.

On January 1, 2018, Warner sold land to Dragon Lady Corporation for $75,000. He acquired the land 5 years ago for $160,000. No Form 1099-B was filed for this transaction.

Dragon Lady Corporation does not have a qualified pension plan or Section 401(k) plan for its employees. Therefore, Warner deposited $11,000 ($5,500 each) into traditional IRA accounts for Augustine and himself (neither are covered by a qualified plan at work).

Required:
Complete Warner and Augustine's Form 1040 and Schedules 1, A, and D and Form 8949. Do not complete Form 8283, which is used when large noncash donations are made to charity.

• Make realistic assumptions about any missing data.
• The taxpayers did not have health insurance coverage for the entire year and they do not want to make a contribution to the presidential election campaign.
• Enter all amounts as positive numbers, unless instructed otherwise.
• If an amount box does not require an entry or the answer is zero, enter "0".
• If required round any dollar amount to the nearest dollar.

including the calculation of the any alternative taxes

How should we decide what industries to protect?

In the 1970s, we protected the car industry from foreign competition. We also heavily protect our farm industry. However, we did NOT protect steel or microchips, and many other industries that must compete globally. Please answer the following questions.

When the first Japanese cars arrived on the West Coast in the 1970s, no one saw them as a threat to U.S. jobs. Although they were cheaper and more fuel-efficient than U.S.-made cars, most Americans could not be bothered; with gasoline at 30 cents a gallon, the difference in cost between a car that got 30 miles per gallon and one that got 10 was not very great, even for someone who drove a lot. But all this changed with the Arab oil embargo of 1973. As gas prices climbed, Americans took another look at small foreign cars. With expensive U.S. labor and outmoded facilities on one side, and Japanese efficiency and management techniques on the other, Japan seemed to be winning the war in the showroom. While imports may create as many jobs as they consume in the long run, in the short run many smokestack industry workers can be left permanently unemployed or underemployed.

Worried U.S. workers wanted protection, and they found a strong advocate in Representative John Dingell, one of the leaders of an emerging protectionist movement in Congress. Dingell spoke with President Reagan and Trade Representative William Brock and warned that if voluntary restrictions on Japanese auto imports weren't adopted, Congress would impose mandatory ones. Faced with this choice, the Japanese agreed in negotiations to voluntary restrictions. The restrictions worked. As the number of Japanese auto imports dropped between 1981 and 1982, domestic auto industry employment rose. But the cost of saving hundreds of thousands of U.S. jobs was restricted choice and higher prices for hundreds of millions of U.S. consumers. Hefty dealer markups were imposed on the scarcer but still-popular imports, and as sticker prices rose on Toyotas and Datsuns, General Motors, Ford, and Chrysler found that they could raise prices too.

The combined price paid by consumers for trade restrictions is very high; it has been estimated that each job protected from foreign competition with quotas or tariffs costs consumers about $160,000 in higher prices-more than enough to support the holder of that job. While trade restrictions may save jobs in the short run, they lock inefficiencies into the U.S. economy and merely delay needed efforts to divert people and assets into areas of the economy in which the United States has a competitive advantage-and which therefore offer long-term employment and profit possibilities.

Should all industries have to compete globally?

This is a read only assignment for you to review before posting your discussion in unit 4.

When the first Japanese cars arrived on the West Coast in the 1970s, no one saw them as a threat to U.S. jobs. Although they were cheaper and more fuel-efficient than U.S.-made cars, most Americans could not be bothered; with gasoline at 30 cents a gallon, the difference in cost between a car that got 30 miles per gallon and one that got 10 was not very great, even for someone who drove a lot. But all this changed with the Arab oil embargo of 1973. As gas prices climbed, Americans took another look at small foreign cars. With expensive U.S. labor and outmoded facilities on one side, and Japanese efficiency and management techniques on the other, Japan seemed to be winning the war in the showroom. While imports may create as many jobs as they consume in the long run, in the short run many smokestack industry workers can be left permanently unemployed or underemployed.

Worried U.S. workers wanted protection, and they found a strong advocate in Representative John Dingell, one of the leaders of an emerging protectionist movement in Congress. Dingell spoke with President Reagan and Trade Representative William Brock and warned that if voluntary restrictions on Japanese auto imports weren't adopted, Congress would impose mandatory ones. Faced with this choice, the Japanese agreed in negotiations to voluntary restrictions. The restrictions worked. As the number of Japanese auto imports dropped between 1981 and 1982, domestic auto industry employment rose. But the cost of saving hundreds of thousands of U.S. jobs was restricted choice and higher prices for hundreds of millions of U.S. consumers. Hefty dealer markups were imposed on the scarcer but still-popular imports, and as sticker prices rose on Toyotas and Datsuns, General Motors, Ford, and Chrysler found that they could raise prices too.

The combined price paid by consumers for trade restrictions is very high; it has been estimated that each job protected from foreign competition with quotas or tariffs costs consumers about $160,000 in higher prices-more than enough to support the holder of that job. While trade restrictions may save jobs in the short run, they lock inefficiencies into the U.S. economy and merely delay needed efforts to divert people and assets into areas of the economy in which the United States has a competitive advantage-and which therefore offer long-term employment and profit possibilities.

You are caring for Mr. Jones, who was admitted to the hospital 4 days ago for treatment of injuries sustained in a motor vehicle accident. His diagnoses are fractured right femur, right shoulder dislocation, and closed head injury. Mr. Jones also has chronic hypertension, which has been worsened by his failure to take his medication for several days before the accident and by the stress of the accident.

Mr. Jones is 48 years old, married, and has three children ages 15, 10, and 4. He is the owner of a small, home-based plumbing company. Two other plumbers work for him. His wife does not work outside the home but does some of the office work for his company. The family lives in a small house in a relatively rural area, about 25 miles from the nearest city.

Mrs. Jones is a quiet, shy person who does not drive very much outside of her immediate area. Mr. Jones is the dominant figure, making all major decisions in both the business and the family. The family’s financial situation could be described as “just surviving month to month.” The family belongs to a small Baptist church in their community but are not active because Mr. Jones usually considers himself “on call” every weekend. Mr. Jones is a Native American and has no family in the area. Mrs. Jones is from the area and has one sister and an elderly mother living nearby.

Based on the above information, and the information from Chapter 10 in your text, describe what you think would be the impact of this illness on Mr. Jones and his family with respect to the questions that follow.

1. In his adjustment to illness, what stage do you think Mr. Jones is demonstrating? Give a rationale for your answer.

2. Based on references to Mr. Jones’ cultural background and previous behavior, how do you think Mr. Jones would behave as a patient while in the hospital? Would he be cooperative? Would he tell you if he had pain? Would he refuse treatment? (What internal and external influences might be factors?)

3. What impact would this illness have on Mr. Jones’ anxiety level?

4. What internal, external, and interpersonal stressors might be operative for Mr. Jones? List as many as possible under each category.

5. What stressors might be factors for this family? List as many as possible.

6. What is the potential impact of Mr. Jones’ illness on the family - his children, his wife, his extended family?

7. What could you, as a nurse, do to assist Mr. Jones?

Your friend Bob wants to starts an Italian restaurant and you decide to to invest in it. Bob has full discretion over establishing and managing the business. On January 1, 2010, you gave Bob $150,000 to start the business at the beginning of 2010 in exchange for 10,000 shares and 20,000 common stock, respectively. Bob has agreed to receive a starting salary of $80,000 per year. Bob decided to focus on catering to local corporation, so he rented a space off of 5th avenue on January 1,2010. He purchased equipment for $48,000 and a delivery truck for $60,000. In 2010 you decide to visit the restaurants to meet with Bob and discuss the results of your investment.

Bob: I've focused on selling to companies on credit, so they pay me later. I typically collect money within 30 days of making the sale. This year I sold $1,220,000 of food; as of year-end, I've only collected $1,100,000 of this amount and my customers still owe me the remainder. With the state of the current economy, I am worried about whether I'll be able to collect anywhere from $10,000 to $30,000 of what my customers still owe me. Throughout the year, I've also purchased baking and other supplies for the ship from various vendors . To receive quantity discounts and purchase the supplies for a slightly lower prices, I purchase more at a time. This year I purchased and received $1,010,000 of supplies. My vendors let me buy on credit and then pay them later. Thus I still owe my vendors $50,000. Currently, I have about $20,000 of supplies that I haven't used that are at the shop.

Bob continued:Business has been going well and I've been selling to a variety of places. I've put more miles on the delivery truck than I expected to, so it will only last another, 3 years. I will probably need to replace the equipment after another 2 years. The restaurant is in a great location, which I rent for $2,800 a month. However , to get that low rent, I had to sign a 3 year lease and must pay 3 months of rent at a time. At the end of December, I paid the landlord for rent through March 2011. I've also paid myself the $80,000 salary as we agreed. Currently, I have $60,000 in the bank.  

Based on what you know prepare a balance sheet, income statement and statement of cash flow for Bob.

1. Suppose you are driving a 500-kg Zamboni when it suddenly breaks down, forcing you to get out and push. You apply a force of 85 N on the machine, which experiences a constant frictional force of 5 N. How long (in seconds) will it take to push the Zamboni the remaining 40 m?

2. The coefficient of static friction between Kylo Ren's shoes and the floor of Starkiller Base is 0.21. How large (in Newtons) is the frictional force acting on his 90 kg body when he stands on an incline that forms an angle of 20^owith the horizontal?

3. A 4 kg box is placed on a ramp that forms an angle of 26^o with the horizontal. The coefficient of friction between the ramp and the box is 0.25. How long will it take the box to slide (from rest) 18 m to the bottom of the ramp?

4.

The Atwood machine is a simple device in which an object is suspended over a pulley and attached to another as shown:

Find the acceleration of block m₁ in m/s², assuming it has a mass of 9 kg and m₂ has a mass of 6 kg (ignore the mass of the pulley and friction in the axel).

5. While camping, you decide it is imperative to protect your beef jerky from those jerk raccoons that have been following you for miles. You suspend your cooler in the air, using two ropes tied to trees as shown:

Assuming =20^o and =35^o, find the tension in the rope on the left (in Newtons).

6. A tugboat traveling through Venice is pulling two smaller boats behind it using tow cables. The tugboat is connected to boat A, which has a mass of 300 kg and experiences a constant drag force of 70 N from the water. Boat A is connected via tow cable to boat B, which has a mass of 400 kg and experiences a drag force of 85 N. The tension in the cable between the tugboat and boat A is 2800 N. Find the acceleration of boat b (in m/s²).

7. A turtle is pushing a 2.5 kg rock across a flat surface through the desert. The turtle is applying a force of 10 N on the rock, which moves at a constant velocity. How much frictional force does the rock experience (in Newtons)?

8.

Consider the configuration shown below:

in which M₁ is being pulled up a ramp by M₂, which is descending due to the force of gravity. M₁ is experiencing a constant frictional force, which causes it to move at a constant velocity. If ,M₁ = 16 kg, and M₂ = 12 kg, what is the coefficient of friction between the block and the ramp? (ignore the mass of the pulley)

Case Study Forecasting Attendance at SWU Football Games

Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town–gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents.

A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2008 SWU hired the legendary Billy Bob Taylor as its head coach. Although the number-one ranking remained out of reach, attendance at the five Saturday home games each year increased. Prior to Taylor’s arrival, attendance generally averaged 25,000 to 29,000 per game. Season ticket sales bumped up by 10,000 just with the announcement of the new coach’s arrival. Stephenville and SWU were ready to move to the big time!

The immediate issue facing SWU, however, was not NCAA ranking. It was capacity. The existing SWU stadium, built in 1953, has seating for 54,000 fans. The following table indicates attendance at each game for the past 6 years.

One of Taylor’s demands upon joining SWU had been a stadium expansion, or possibly even a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. Taylor had wanted dormitories solely for his athletes in the stadium as an additional feature of any expansion.

SWU’s president, Dr. Marty Starr, decided it was time for his vice president of development to forecast when the existing stadium would “max out.” He also sought a revenue projection, assuming an average ticket price of $20 in 2014 and a 5% increase each year in future prices.

Discussion Questions

1. Develop a forecasting model, justify its selection over other techniques, and project attendance through 2015.

2. What revenues are to be expected in 2014 and 2015?

3. Discuss the school’s options.

Southwestern University Football Game Attendance, 2008–2013

2008 2009 2010 GAME ATTENDEES OPPONENT ATTENDEES OPPONENT ATTENDEES OPPONENT aHomecoming games. bDuring the fourth week of each season, Stephenville hosted a hugely popular southwestern crafts festival. This event brought tens of thousands of tourists to the town, especially on weekends, and had an obvious negative impact on game attendance. Source: J. Heizer and B. Render, Operations Management, 11th ed., © 2014. Reprinted and electronically reprod

Carter Cleaning Centers

Jennifer Carter graduated from State University in June 2005, and, after considering several job offers, decided to do what she always planned to do go into business with her father, Jack Carter. Jack Carter opened his first Laundromat in 1995 and his second in 1998. The main attraction of these coin laundry businesses for him was that they were capital- rather than labor-intensive. Thus, once the investment in machinery was made, the stores could be run with just one unskilled attendant and none of the labor problems one normally expects from being in the retail service business. The attractiveness of operating with virtually no skilled labor notwithstanding, Jack had decided by 1999 to expand the services in each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on a strategy of related diversification by adding new services that were related to and consistent with his existing coin laundry activities. He added these for several reasons. He wanted to better utilize the unused space in the rather large stores he currently had under the lease. Furthermore, he was, as he put it, tired of sending out the dry cleaning and pressing work that came in from our coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have been our profits. To reflect the new, expanded line of services, he renamed each of his two stores Carter Cleaning Centers, and was sufficiently satisfied with their performance to open four more of the same type of stores over the next 5 years. Each store had its own on-site manager and, on average, about seven employees and annual revenues of about $500,000. It was this six-store chain that Jennifer joined after graduating. Her understanding with her father was that she would serve as a troubleshooter/consultant to the elder Carter with the aim of both learning the business and bringing to it modern management concepts and techniques for solving the business problems and facilitating its growth.

Questions:

1. In line with your course, define the significance of the case?

2. The case narrated that the owner was capital oriented rather than labor-intensive. As an HRM student, what do you think about the philosophy of the owner? Which suggestions you will recommend to utilize labour oriented philosophy in the organization?

3. What suggestions you will provide to Jennifer to link HRM policies and practices with the differentiation strategy of the organization? Justify your answer.