A sample of 200 science professor annual salaries yielded a mean value of $60,000. If the variance of population salary is $225 million, answer the following questions at 99% confidence The Point Estimate is ..... The Standard error is ..... The Margin of Error is ..... The Critical Statistic is ...... The population mean is estimated to range from .......... to ........ in ...........% of the time

Identify and explain the key processes required for effective project risk management

1. Plan Risk Management :

2. Identify Risks :

3. Perform Qualitative risk analysis:

4. Perform Quantitative risk analysis:

5. Plan Risk Responses:

6. Control Risks:

Keeping customer lives simple, convenient and more importantly digital, Ooredoo’s Pay+ mobile wallet is
continuing to set the standard in the Sultanate’s evolving payment ecosystem. Developed together with the National
Bank of Oman (NBO), the fast, and secure e-wallet enables customers to make a wide range of transactions from a
single app on their smartphone including payments, deposits, transfers, or withdrawals. Feras bin Abdullah Al
Shaikh, Consumer Director at Ooredoo said, “Pay+ has seen great success since launching in December of last year.
Smartphones are no longer just for calls, messaging and surfing, they have transformed to become an integral part
of people’s daily lives. Through Pay+, customers and merchants are able to leverage Ooredoo’s digital leadership
and strong network as well as NBO’s expertise for a faster, more secure and convenient banking experience on the
go.” Approved by the Telecommunications Regulatory Authority and the Central Bank of Oman, the service allows
customers to use their phones to pay in restaurants and stores, transfer money locally and internationally, make
withdrawals and deposits, top-up mobile credit and make bill payments to any operator in Oman. Moreover, the
app’s robust security features mean that payment information is protected at all times.
Instruction: Please make sure that each answer is having 150 – 175 words (3 x 5 Marks = 15 Marks)
1. What kind of money transactions are discussed in the above case and why?
2. ‘Pay+’ will make Omani economy ‘cashless’ Do you agree / Disagree Justify your answer
3. Describe any two issues related to ‘Pay+’ transactions in Oman.

Refactor the code below so that it isn't awful! Justify your design decisions!

public class BrownBear {
  public String roar(){
    return "bear";
  }
}

public class SilentBrownBear {
  public String roar(){
    return "";
  }
}

public class PolarBear {
  public String roar(){
    return "brrrr";
  }
}

public class SilentPolarBear {
  public String roar(){
    return "";
  }
}

1. The following data were obtained from a two-factor independent-measures experiment with n

= 5 participants in each treatment condition.

B1                       B2                         B3

1. State the hypotheses for each of the three separate tests included in the two-factor ANOVA.
2. Calculate degrees of freedom and locate the critical region for each of the three tests.
3. Calculate the three F-ratios.
4. State a conclusion for each test (Alpha level = .05).

Based on what you know about object oriented programming, inheritance, and polymorphism, why do you think it is not possible to write code like this in Java:

public class X extends Y, Z {
  // ...
}

...but can write code like this:

public class A implements B, C {
  //...
}

  
Required:

c program

1. Identify type of library file that need to be used
   1. when the program needs to returns the absolute value of its integer argument such as : if x is -5, abs(x) is 5.
   2. When the program needs to return a randomly chosen integer between 0 and the value associated with RAND_MAX,
   3. When the program needs to return the base-10 logarithm of x for x>0.0: example if x is 100.0, log ₁₀(x) is 2.0

Describe the difference between depression and bipolar disorders and please be sure to include a description of the clinical characteristics of each.

(Meant for an abnormal psychology class, we use the textbook Understanding Abnormal Behavior 11e by David Sue if thats any help)

On December 31, 2020, Berclair Inc. had 400 million shares of common stock and 7 million shares of 9%, $100 par value cumulative preferred stock issued and outstanding. On March 1, 2021, Berclair purchased 60 million shares of its common stock as treasury stock. Berclair issued a 4% common stock dividend on July 1, 2021. Four million treasury shares were sold on October 1. Net income for the year ended December 31, 2021, was $350 million.

Also outstanding at December 31 were 30 million incentive stock options granted to key executives on September 13, 2016. The options were exercisable as of September 13, 2020, for 30 million common shares at an exercise price of $35 per share. During 2021, the market price of the common shares averaged $70 per share.

The options were exercised on September 1, 2021.

Required:

Compute Berclair’s basic and diluted earnings per share for the year ended December 31, 2021. (Enter your answers in millions (i.e., 10,000,000 should be entered as 10). Do not round intermediate calculations.)

Specify and briefly explain the four phases of the model of a general financial crisis given to us by economist Hyman Minsky. According to Minsky, the financial system is unstable, fragile and prone to crisis. How does the corona virus pandemic fit into the Minsky perspective?

The Rise and Fall of Nokia in Mobile Phones

Nokia emerged from Finland to lead the mobile phone revolution. It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.

With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe. But in the mid-1990s, the near collapse of its supply chain meant Nokia was on the precipice of being a victim of its success. In response, disciplined systems and processes were put in place, which enabled Nokia to become extremely efficient and further scale up production and sales much faster than its competitors.

Between 1996 and 2000, the headcount at Nokia Mobile Phones (NMP) increased 150 percent to 27,353, while revenues over the period were up 503 percent. This rapid growth came at a cost. And that cost was that managers at Nokia’s main development centres found themselves under ever increasing short-term performance pressure and were unable to dedicate time and resources to innovation. While the core business focused on incremental improvements, Nokia’s relatively small data group took up the innovation mantle. In 1996, it launched the world’s first smartphone, the Communicator, and was also responsible for Nokia’s first camera phone in 2001 and its second-generation smartphone, the innovative 7650. Nokia’s leaders were aware of the importance of finding what they called a “third leg” – a new growth area to complement the hugely successful mobile phone and network businesses. Their efforts began in 1995 with the New Venture Board but this failed to gain traction as the core businesses ran their own venturing activities and executives were too absorbed with managing growth in existing areas to focus on finding new growth.

Corporate culture is one of the strategic and competitive advantages of Nokia. “Connecting people” is the catch phrase which means the physical facilities of the company. Nokia buildings hold the strong corporate image. Nokia has four main values and principles at his heart of its corporate philosophy: customer satisfaction, respect for individuals, achievement and continuous learning. However, there are some basic differences between organisational culture and national culture. These are: leadership style, organisational policies and procedures, organisational and operational structure, recruitment and selection procedures and measuring the performance of the employees and reward systems, global team and leadership development.

Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganization into a matrix structure. This led to the departure of vital members of the executive team, which led to the deterioration of strategic thinking. By this stage, Nokia was trapped by a reliance on its unwieldy operating system called Symbian. While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model. By 2009, Nokia was using 57 different and incompatible versions of its operating system.

At the same time, the importance of application ecosystems was becoming apparent, but as dominant industry leader Nokia lacked the skills, and inclination to engage with this new way of working. By 2010, the limitations of Symbian had become painfully obvious and it was clear Nokia had missed the shift toward apps pioneered by Apple. Not only did Nokia’s strategic options seem limited, but none were particularly attractive. In the mobile phone market, Nokia had become a sitting drop to growing competitive forces and accelerating market changes. The game was lost, and it was left to a new CEO Stephen Elop and new Chairman Risto Siilasmaa to draw from the lessons and successfully disengage Nokia from mobile phones to refocus the company on its other core business, network infrastructure equipment.

Questions

Q1. Discuss the main competitive advantages used by Nokia?

Q2. How Nokia lost its position to another competitors?

Total: (500 words).

In this example we will apply the equations for constant angular acceleration to the simple case of a rotating bicycle wheel. The angular velocity of the rear wheel of a stationary exercise bike is ω0=4.00rad/s at time t=0, and its angular acceleration is constant and equal to α=2.45rad/s2. A particular spoke coincides with the +x axis at time t=0 (Figure 1). What angle does this spoke make with the +x axis at time t=3.00s? What is the wheel's angular velocity at this time? part A: How much longer will it take before the reference spoke is once again aligned with the +x axis? Part B: What will the angular speed of the wheel be at this time?

Higher courts are reluctant to review a lower court's factual findings. Should this be so? Would appeals be fairer if appellate courts reviewed everything?