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Assignment 3

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Assignment-3: (Chs. 7 and 8): Due by Midnight of Sunday, March 3 2013: Total 70 points (must show work where possible)
True/False (1 point each)
Chapter 71 A sample size of 900 is not large enough to conclude that the sampling distribution of p is a normal distribution, when the estimate of the population proportion is 0.995.
2 .The standard deviation of all possible sample proportions increases as the sample size increases.
3. For any sampled population, the population of all sample means is normally distributed.
4.

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Assignment-3: (Chs. 7 and 8): Due by Midnight of Sunday, March 3 2013: Total 70 points (must show work where possible)
True/False (1 point each)
Chapter 71 A sample size of 900 is not large enough to conclude that the sampling distribution of p is a normal distribution, when the estimate of the population proportion is 0.995.
2 .The standard deviation of all possible sample proportions increases as the sample size increases.
3. For any sampled population, the population of all sample means is normally distributed.
4. The mean of the sampling distribution of   is always equal to the mean of the sampled population.
5. The reason sample variance has a divisor of n-1 rather than n is that it makes the standard deviation an unbiased estimator of the population standard deviation. 
Chapter 86. First a confidence interval is constructed without using the finite population correction factor. Then, for the same identical data, a confidence interval is constructed using the finite population correction factor. The width of the interval without the finite population correction factor is wider than the confidence interval with the finite population correction factor. 
7. When the population is normally distributed and the population standard deviation ( is unknown, then for any sample size n, the sampling distribution of   is based on the t distribution. 
8. When the level of confidence and sample standard deviation remain the same, a confidence interval for a population mean based on a sample of n = 200 will be wider than a confidence interval for a population mean based on a sample of n = 150. 
9. When the level of confidence and the sample size remain the same, a confidence interval for a population mean µ will be wider, when the sample standard deviation s is small than when s is large.
10. When the level of confidence and sample standard deviation remain the same, a confidence interval for a population mean based on a sample of n = 100 will be narrower…

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Assignment 3

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Assignment must be completed in stata, please provide do file, smcl log output and assignment write-up. AAA Data sent in stata version 12, but also provided in excel, in case tutor has an earlier version of stata.

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Assignment 3

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Assignment 3: Excel Problems

At the end of each module, you will apply the module s concepts by completing comprehensive assignments from the textbook.

Complete problems P21-20A (p. 1121), P21-21A (p. 1122), and P21-22A (p.1123) in your textbook.

Present your analysis of the assigned problems in Excel format. Enter non-numerical responses in the same worksheet using textboxes.

Assignment 3 Grading Criteria

Maximum Points

P20-21A:

Prepared report for July 2011 which shows the performance of the Dayton store, the Ohio region and the company

10

Explained and justified if would investigate the Dayton store on the basis of the report

5

Explained if Doggy World should prepare a master budget and discussed the benefits of budgeting

5

P21-21A:

Prepared Clipboard Office Supply s budgeted income statement for May and June

10

P21-22A:

Prepared schedules of budgeted cash collections, budgeted cash payments for purchases and budgeted cash payments for operating expenses

10

Prepared a cash budget and identified the cash balance as of June 30, 2011

10

Total:

50

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Assignment 3

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hello, needed help with this assignment, the data that i was suppose to use was the CPI (Consumer Price Index) data from 2004 1st quarter to 2009 4th quarter

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University of California, Irvine
Department of Economics
Economics 122A: Applied Econometrics I
Prof. Safarzadeh
Assignment # 3
1. Convert the CPI variable to inflation. Define economic variables that would best explain inflation. Download data for those variables.

2. Write a regression model explaining inflation.
3. Run a regression of the dependent variable (inflation) on the independent variables and estimate the model. Comment on the significance of the coefficients, statistical output, and the overall explaining power of the regression.
4. Check whether the classical regression assumptions are satisfied or not. Do proper corrections to meet the required conditions.
5. Find the estimated value of the dependent variable (y-hat). Plot the actual value of the dependent variable y, estimated y, (y-hat), and the residuals. Comment on the relationship among the variables.
6. Find the MAD, MAPE, and RMSE of the regression error.
7. Plot the error of the regression. Comment on the randomness of the error term. Test for the existence of outliers, heteroscedasticity, and/or serial correlation.
8. Make the necessary adjustments for heteroscedasticity or serial correlation.
9. Find the MAD, MAPE, and RMSE of the new regression error. Compare the MAD, MAPE, and RMSE to the MAD, MAPE, and SE in item 6.
10. Do a three period forecasting of the dependent variable assuming that independent variables will be increasing by 10% each period for the next three periods.
11. Test your dependent variable (inflation) for time trend. If trend exists, detrend the variable.
12. Test your dependent variable (inflation) for the existence of seasonality. If seasonality exists, deseasonalize the variable.

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Assignment 3

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Assignment 3

You should write the case study in such a way that you start your answers from line 1. That is, there is no need for large introductions that we see in essays. You should apply the principles you have learned from lecture material/tutorials/readings that are specific to the case study. Case study 2 answers should be written in narrative form (i.e. sentences not bullet points), and should be 2000 words long, single spaced. Each case study should be referenced by including these at the end of the case. Case study write-ups will not be marked down if the case length is 10% more or 10% less than 2000 words.

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Individual Case Study 2
Use the VRD Industries case information from Case Study 1.
Required: Based on your analysis of VRD Industries in Case Study 1, you are now required to continue the externalchange consultancy role. Case study 2 requires you to implement change intervention models to solve the company’s range of change issues. Use the same list of issues and problems and assumptions from Case Study 1. However, if needed, add additional relationship and behavioural assumptions based on less than perfect information as follows:
1. Intervention 1: Use the process consultation intervention. Describe and explain why this intervention is useful and how it can be implemented within VRD given the facts in the case;
2. Intervention 2: Use the team building process intervention. Describe and explain why this process will be useful and how it can be implemented within VRD given the facts in the case;
3. Intervention 3: Use the integrated strategic change intervention. Describe and explain why this process will be useful and how it can be implemented within VRD given the facts in the case;
4. In relation to intervention number 2, design a team building survey similar to (but not the same as) Table 7.2, page 252-253 in your text. Your survey should be related to the facts in the case. Note: The survey can be included as an appendix by making reference to the appendix in the case write-up. You may exclude the team survey appendix as part of your word count;
5. Summarise the benefits to VRD. Given the three interventions used, summarise the benefits overall to the VRD change manager May Wong.

Assignment 2

You should write the case study in such a way that you start your answers from line 1. That is, there is no need for large introductions that we see in essays. You should apply the principles you have learned from lecture material/tutorials/readings that are specific to the case study. Case study 1 answers should be written in narrative form (i.e. sentences not bullet points), and should be 2000 words long, single spaced. Each case study should be referenced by including these at the end of the case. Case study write-ups will be marked down if the case length is greater than 10% more or 10% less than 2000 words. Note: More marks are gained by the quality of research applied in practice and the overall quality of the answer.
Task/Questions for the case can be found at the conclusion of the case.

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Individual Case Study 1
Problem Statement:
You need to consider how you will identify the range of issues and problems in the following problem statement.
Lee Bineesh is a highly qualified but aggressive Singaporean CEO educated in Sydney who has just taken over as CEO of a company we shall call VRD Industries located in Singapore. Lee had a track record of working in fast cycle markets and achieving above average growth in developing industries. Lee’s arrival at VRD was greeted with much initial surprise followed by a steely resolve to change things. For over 40 years, the company manufactured component parts for the auto industry in both Europe, GM in the US and other US automakers. Recently, VRD has also exported to GM in China which has been identified as a growth market. VRD operated as three product-divisional strategicbusiness units (SBUs) all located within the same industrial complex: 1) Automotive Parts 2) Infotainment and 3) Electrical & Energy. Each SBU has its own Divisional General Manager with a small office staff, a manufacturing manager, Quality Control Engineers, Process Supervisors, leading hands and upwards of 150 staff working within each factory centre. The three SBUs shared the normal Head Office functions of R&D, Technical, HR, Sales & Marketing, Accounting and Warehouse and Distribution. The top management team comes from the main VRD Head Office structure (8 senior managers). Middle management consists of about12 managers in each factory. Functional or line managers consist of another 6 managers.
Lee took over from Frank Delacy who had worked his way up in the business from the factory and had retired at age 70. For over 30 years, Frank had a steady team of managers at each of the SBUs including middle managers. Staff turnover was low with most managers (functional staff included) having been with the company for over 20 years. Staff loyalty to Frank was extremely high. Changes had been few. Despite discontinuities within the auto industry, Frank and some senior sales staff had built up long-term relationships at Detroit resulting in a fairly consistent sales growth with consistent supply contracts to Europe. Recently, discontinuities and the relentless pace of competition from China, Taiwan and Vietnam for component exports placed heavy pressure on VRD to compete. A new line of managers at Detroit following the GFC and aggravated supply contracts out of Europe meant sales had halved. This coincided with Frank’s retirement placing heavy pressure on Lee and the top team. Lee also appointed a change manager, May Wong, to assist the divisional and manufacturing managers to implement a change agenda. After some weeks of constant review, Lee realised that the company was too slow in production, had old job design methods and that conflict existed between the SBU divisional managers and their teams and between each SBU.
The basis of the conflict related to maintaining the current processes and systems that had held the company in good stead for many years and the type of change being imposed by Lee. For his part, Lee wanted an agile company, highly responsive to shifting markets, a cooperative team, and a highly efficient production process. It was no surprise then that each divisional manager had been advised that a staff reduction of 10 per cent had to occur within the next 6 months. This was difficult for senior management who had long-standing friendships with lower managers and line staff dating back to the 1990s and in some cases, the 1980s. Indeed, some factory staff had been on the same machine and processes for over 20 years. That processes needed to change and that manager’s had to “get off their backsides and do some real work” had suddenly become the ‘new’ culture. This shocked the senior team as they were more familiar with Frank’s easier fine-tuning and collaborative style. The problems and issues facing VRD came to a head for Lee after May’s quite detailed interviews and assessment of staff practices and policies. Mays exit polls consisting of qualitative questionnaires and several focus groups revealed further issues. Warehousing and Distribution staff accused sales and marketing of imposing unrealistic delivery estimates. Sales and marketing accused warehousing of being ‘too slow’. Fractious lines of communication started to appear within groups in each factory since more pressure was being placed on divisions for more efficiency. Also, following Frank’s departure, the impact of less capital expenditure and funds for resources appeared to create conflict between each SBU manager competing for a decreasing slice of the pie. This led to falling morale, a clash between managers for updating technical processes, and lower-level staff accusing managers of ruining a perfectly good company. After 6 months of constant conflict and falling sales, Lee asks May to also hire an outside change consultancy firm to assist the organisation deal with its next phase of growth. Lee was struggling for control and May was being flooded with an increasing list of day-to-day issues.

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Task -required: Based on less than perfect information supplied about the VRD
problem statement, you are required to act as an external change consultant to assist
the firm to:
1. Develop a set of realistic assumptions that you can add to the issues and problems expressed. These might typically be related to each other at: a) the organisational level, b) the group level, c) the individual level. For instance, you might develop assumptions about leadership, about teams at each level, about creative thinking or lack of creative thinking, about innovation. List each assumption and discuss in a small paragraph why you have chosen this assumption. For the purposes of this analysis, you are presupposing that your assumptions are real based on your own data collection;
2. Using existing theory(s) as a guide to assist your analysis, identify the type(s) of change that is occurring at VRD;
3. Why is the company finding it difficult to change given the theory-to-practice link?
4. Using the open system model outlined in your study book and text, identify the issues (from the problem statement and from your own assumptions) by redrawing and populating each connecting box. Complete this exercise for as many times as you see connecting systems within (or external to) the company that is influencing change.
5. From point 4, use theory to justify your selection of the open systems identified. Here, you should use at least 7-10 separate references that support your selections and systems’ linkages.
Note: Please use all theory based on the readings in Module 1 and 2 including your texts and references included on the Study Desk. Please use the Style Guide below for listing and quoting references. More marks will be gained by students showing adequate evidence of readings in their case answer by using theory in ways that solve the problem. Please see marking criteria and guidelines below. Note: these marking criteria will be used to assess your case study.
Assignment 2 – Case study 1 Marking criteria sheet

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