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Inferential Research and Statistics Project


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 University of Phoenix Material

Inferential Research and Statistics Project

Part 1

Select one of the following scenarios based on your particular field of interest in psychology:

 

  • General Psychology:
    • Clinicians at a small clinic have been introduced to a new method to treat post-traumatic stress disorder (PTSD) in their clients for veterans. Research indicates that virtual reality (VR) is a highly effective treatment option for patients with PTSD. Currently, the clinic uses only cognitive processing therapy (CPT) with their patients suffering from PTSD. The clinicians would like to find out whether VR therapy has different results from CPT therapy. The measure used by the clinic to measure PTSD symptoms is the Combat Exposure Scale. Both therapies need to be applied for a minimum of 12 weeks to be effective.

 

Write a 525- to 750-word paper that addresses the following for your chosen scenario:

 

  • Clearly define the problem or issue you are addressing. Provide a brief background of any research you have found that might affect your research hypothesis.
  • Create a research hypothesis based on the information provided in each scenario. You have been given a data set (Excel document) with two sets of interval data (just the numbers, as you must decide what they represent, such as method A results or method B results). This means you are going to test one thing against another, such as which method works best (step 1 of the steps to hypothesis testing). State the null and research hypotheses. Explain whether these hypotheses require a one-tailed test or two-tailed test, and explain your rationale.
  • Describe the sample you will use. Sample size will be 30 for each group, which are provided in your data set. Explain what type of sampling you selected.
  • Do you think you would also collect some descriptive data, such as gender, age, or shift? Why do you think it makes sense to collect descriptive data?

 

Format your paper according to APA guidelines.

 

Example

 

You have a hypothesis that two drugs have different effects on lowering anxiety. You would have anxiety scores for drug A and anxiety scores for drug B (all after 4 weeks of treatment) to run inferential analysis for after 4 weeks.

 

  • Null hypothesis is H0: drug A = drug B
  • Research hypothesis is H1: drug A ≠ drug B
  • Dependent variable: Anxiety score changed after treatment.
  • Independent variable: drug treatment

 

Because you did not state a direction in your hypotheses (better than or worse than), this will be a two-tailed test. You are looking for differences in either direction. You would set your alpha level of .05 and have a sample for each group of 30 people that were volunteers for the study.

 

 

  • Provide the main finding of the study. What did you prove or fail to prove?
  • Provide recommendations based on your findings.

 

Format any citations in your presentation according to APA guidelines.

 

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Buy your Research Paper Online-ENGR 381 Contemporary Issue Assignment


Buy your Research Paper Online-ENGR 381 Contemporary Issue Assignment

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ENGR 381 Contemporary Issue Assignment
Review and Reflection on Hydraulic Fracturing
DUE DATE: 15th December
Thermodynamics is fundamentally a subject about energy, which affects our lives in many
different ways. The availability of energy impacts our lifestyle, environment, economy, and
health. One of the primary controversial current topics related to energy is hydraulic fracturing.
Our contemporary issue project this semester will focus on hydraulic fracturing, which is a
controversial technique for harvesting natural gas (and other hydrocarbons) from the earth. This
project has two parts, the first being related to objective aspects of hydraulic fracturing and the
second being subjective to yourself and your own values. The final product of this project will
be a formal written report. The breakdown for the report will be as follows:
1. Part 1: An overview of hydraulic fracturing (or fracking) (2-3 pages, 12 point font, single
spacing)
a. A technical description of fracking
b. An overview of benefits, potential and realized
c. An overview of drawbacks, potential and realized
d. What biases do you detect?
e. Are there discrepancies in your resources?
2. Part 2: Your view on hydraulic fracturing (1-2 pages, 12 point font, single spacing)
a. Evaluate this technology from your personal perspective
b. Engage your values and beliefs as well as engineering ethics and virtues
c. Being as realistic as you can, what is your final recommendation regarding this
technology? Try to be convincing.
This project will require the gathering of information from a variety of sources. You should
include at least one from each of the following:
1. Documentary films
2. Mainstream newpaper articles
3. Blogs/editorial websites
4. Scientific articles
5. Editorials/articles/position statements from engineering societies (e.g. ASME, AIAA,
ACS, etc.)
6. Business magazines
Look for bias (implicit or explicit), and comment on it in your writing. Cite your research
materials throughout your report. Find your own references; I don’t expect to see the same set of
references for any two reports. Give proper citation to any figures used from your sources. See
the included materials on engineering ethics and virtues, and cite these as you make your
arguments in part 2.
Grading criterion: Quality of writing (including the use of citations) (25%), completeness of
background in part 1 (25%), articulation of your point of view in part 2 including citations to
ethics/virtue references (20%), persuasiveness (15%), effective use of figures (15%).
See attached documents on engineering ethics and virtues.

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Isaac has worked as a staff nurse on the telemetry floor for over 15 years. He holds seniority in the unit. His patient care is satisfactory; however, his interpersonal behaviors are becoming an increasing issue for his coworkers. He throws papers around the unit, gives short answers to questions, and seems generally miserable. He tells the staff that they are lazy and stupid. He is constantly questioning their decisions. You have come from another local hospital in the role of the assistant nurse manager. Based on your observations, you have met with Isaac informally and discussed his behaviors, but they have not changed. Now three new nurses have already come to you saying that this unit is a great match for them, except for one problem. Although they have not identified Isaac by name, they have told you that one of the nurses is extremely abusive verbally, and they have been calling in sick on the days they are scheduled to work with this person.

  1. What are your responsibilities as an assistant nurse manager in regard to Isaac’s behavior problem?
  2. What is the next step in dealing with Isaac’s behaviors?
  3. How will you, as the manager, have Isaac develop more effective people skills?

 

 

This is your first position as a nurse manager. The holidays are rapidly approaching, and the hospital policy states that each unit will negotiate holiday coverage individually. You are already getting requests via e-mail and on Post-it notes for holiday time. Several staff members have come to you stating that they “never” seem to get their requests for holidays. Discussion among the staff members is creating dissension and conflict.

  1. Discuss the potential impact of this problem on you and the unit staff.
  2. Describe a minimum of one positive consequence and one negative consequence of this conflict.
  3. Select a model of conflict resolution and explain how you, as a nurse manager, might resolve this conflict.

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BUS SCE Revised 2/2/17 1

DEPARTMENT OF BUSINESS MANAGEMENT

Senior Capstone Experience Guidelines 2017-18

Table of Contents

Overview ……………………………………………………………………………………………………………………………………………………. 2

Business Plan Capstone ………………………………………………………………………………………………………………………………… 2

ABSTRACT ……………………………………………………………………………………………………………………………………………. 3

CHAPTER 1: EXECUTIVE SUMMARY …………………………………………………………………………………………………….. 3

CHAPTER 2: GENERAL COMPANY DESCRIPTION ………………………………………………………………………………… 3

CHAPTER 3: PRODUCTS AND SERVICES ………………………………………………………………………………………………. 3

CHAPTER 4: MARKET RESEARCH …………………………………………………………………………………………………………. 3

CHAPTER 5: MANAGEMENT AND ORGANIZATION ……………………………………………………………………………… 6

Special Topic Capstone ………………………………………………………………………………………………………………………………… 6

Strategy Capstone ………………………………………………………………………………………………………………………………………… 7

ABSTRACT ……………………………………………………………………………………………………………………………………………. 7

CHAPTER 1. INTRODUCTION ……………………………………………………………………………………………………………….. 8

CHAPTER 2. ANALYZING THE INDUSTRY ……………………………………………………………………………………………. 8

CHAPTER 3. ANALYZING THE FIRM ……………………………………………………………………………………………………. 10

CHAPTER 4. RECOMMENDATIONS ……………………………………………………………………………………………………… 13

Research Ethics …………………………………………………………………………………………………………………………………………. 14

Managing Your Research ……………………………………………………………………………………………………………………………. 14

Charts, Images, and Supplementary Material …………………………………………………………………………………………………… 15

Draft Chapters …………………………………………………………………………………………………………………………………………… 15

Final Chapters ……………………………………………………………………………………………………………………………………………. 15

Grading the Capstone …………………………………………………………………………………………………………………………………. 15

Writing Guidelines …………………………………………………………………………………………………………………………………….. 19

DOCUMENT FORMAT: APA………………………………………………………………………………………………………………… 19

STYLE DO’S AND DON’TS ………………………………………………………………………………………………………………….. 20

General Timeline ……………………………………………………………………………………………………………………………………….. 21

APPENDIX A: Business Management Student Learning Objectives …………………………………………………………………. 22

APPENDIX B: Sample Cover Page ………………………………………………………………………………………………………………. 23 BUS SCE Revised 2/2/17 2

Overview

One of the defining elements of a Washington College education is the senior capstone (officially, the Senior Capstone Experience, SCE). The SCE in Business Management is an intensive individual project that requires extensive research, thoughtful analysis, and clear writing. There is no set length, but most capstones are at least 40 pages long (longer is not necessarily better). Because each student may choose (in consultation with a professor) his or her own capstone topic, the capstone gives you a chance to gain expertise and skills in an area of business or management of your choice, from marketing to finance to information systems.

Beyond research and knowledge, the capstone is an opportunity for you to exercise and display your thinking and communication skills—skills that are highly in demand from employers. A 2010 American Association of College and Universities survey found that 84% of business leaders want college students “to demonstrate a significant project before graduation, to demonstrate their depth of knowledge and a passion for a particular area, as well as their acquisition of broad analytical, problem solving, and communication skills.”

So the capstone is more than a graduation requirement: it’s one of the best ways to help you embark on a career.

Capstone tracks. There are three tracks for the senior capstone in Business Management: (1) the Business Plan

Capstone, (2) the Special Topic Capstone, and (3) the Strategy Capstone.

Course registration, grading and alignment with departmental student learning outcomes. The capstone counts as a course, BUS SCE. Students are enrolled in the 4-credit BUS SCE course in the senior year, usually in the final semester, by the Department Chair. The capstone receives a mark of Pass, Fail, or Honors. Grading is aligned with several Business Management student learning outcomes: managerial knowledge, critical thinking, communication skills, and ethical awareness. Global awareness is incorporated in all Strategy capstones and many other capstones depending on the nature of the topic chosen. Collaboration skills are not an element of the SCE.

Double majors. Most double-major Capstones will fall into the Business Management Department’s ‘special topic’ track (see below), which provides considerable flexibility in designing, researching, and writing the Capstone. The Department encourages double majors to write a single integrated Capstone that can be submitted for both majors. . When faced with timelines from two departments, students should expect earlier ones to take precedence. Double majors can only earn 4 total SCE credits, even if they write two Capstones.

Application and timeline. The first step in pursuing your Senior Capstone is to complete the SCE application form found at http://bit.ly/2j2k2sr. Please see the last page of this document for due dates.

Business Plan Capstone

Students interested in learning what goes into starting a business can get a head start on launching their own enterprises by writing a Business Plan capstone. Students interested in this track should take BUS 320

Entrepreneurship. It is also recommended but not required that students interested in the business plan track take

BUS 212 Managerial Accounting.

Students desiring to pursue this track must meet these initial eligibility criteria:

 WC GPA of at least 2.75

 BUS GPA of at least 3.00

 

Students interested in the Business Plan capstone will indicate their business idea on the SCE application and follow up by submitting a complete application a neat, well-written, double-spaced proposal that includes the following elements.

  1. a) the business idea (description of the products/services)
  2. b) pertinent current trends in the industry/business; growth potential
  3. c) description of your core competencies that will support the business
  4. d) description of what makes your idea/business unique

BUS SCE Revised 2/2/17 3

 

This track is limited to a maximum of 10 students who will be accepted based on the quality of their proposals. Students who are not accepted to write a business plan capstone will write a strategy capstone instead.

The purpose of business plans are to serve as a roadmap for the entrepreneur to follow in establishing his or her business, to determine if the proposed business will be profitable, to identify strategies to minimize risk, and to provide required information for applying for bank financing of the enterprise. The business plan will consist of the following sections:

BUSINESS PLAN

ABSTRACT

The abstract comes first but gets written last. It is a summary of what you did and what you found: your argument in a nutshell, in 150 to 250 words. The abstract is the only part of your capstone that most people will read if you choose to have the library archive your work, so write it with care.

BUSINESS PLAN

CHAPTER 1: EXECUTIVE SUMMARY

This section should be written next to last and not exceed two pages. It should include everything that would be covered in a brief interview with prospective financial backers:

 Name

 Location

 Description of product or services

 Target market statement

 Legal structure

 Differentiation from competition

 What does the future hold for your business or industry?

 Business goals: include measurable short term (1 year) and long term (3 year)

 

BUSINESS PLAN

CHAPTER 2: GENERAL COMPANY DESCRIPTION

This section examines the nature of your firm and the environment in which you will compete. It should include:

 Mission Statement

 Company goals: where do you want your company to be in one year, in two years?

 Company objectives: what are the progress markers to reach each goal? How will you know when you have reached each goal? How will you measure each goal?

 Business philosophy: what is important to you in the business?

 Describe your chosen industry.

 Describe your target market.

 What are your company core strengths and competencies?

 What will be the legal form of the business? Why did you select that form over other recognized forms?

 

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BUSINESS PLAN

CHAPTER 3: PRODUCTS AND SERVICES

Describe in depth your products and/or services. What factors will give you competitive advantages or disadvantages? Include pricing, fees, leasing structure, etc.

BUSINESS PLAN

CHAPTER 4: MARKET RESEARCH

Include both primary and secondary research. Primary research consists of gathering your own data (ex. traffic count, focus groups); secondary research is gathered from published information (ex. demographic profiles, trade journals, literature review). Address the following elements. BUS SCE Revised 2/2/17 4

 

Economics. Facts about your industry.

 What size is your market?

 What present share will you have?

 What is the current demand in the target market?

 What are the current trends?

 Growth potential

 What barriers to entry will you face (ex. high capital costs, training/skills) and how do you overcome these barriers?

 

Products/Services. In your earlier description of products/services, you described your products and services as you see them. In this section, describe them from your customers’ point of view. For each product or service:

 Describe the most important features. What is special about the product/service?

 Describe the benefits. What will the product/service do for the customer?

 What after-the-sale services will you provide (ex. delivery, warranty, follow-up)?

 

Customer. Identify the most important groups and for each group, construct a profile that includes:

 Age

 Gender

 Location

 Income level

 Social class/occupation

 Education

 Other (specific to your industry)

 

For business customers, factors might include:

 Industry

 Location

 Size of firm

 Quality, technology, price preferences

 Other (specific to your industry)

 

Competition. What products/companies will compete with you? List your major competitors (provide names and addresses). How will your product/services compare with the competition? Include a short paragraph stating your competitive advantages.

Niche. In one short paragraph, define your niche, your unique corner of the market.

Strategy. Your marketing strategy should be consistent with your niche.

Promotion.

 How will you get the word out to potential customers?

 Advertising: what media, why and how often?

 What image do you want to project? What plan do you have for graphic image support (logo design, letterhead, brochures)?

 Should you have a system to identify repeat customers?

 

Promotional Budget. How much will you spend on items listed above before startup and on an ongoing basis?

Pricing. Explain your method of setting prices. Compare your prices with those of the competition. Are they higher, lower or the same? Why? What will be your customer service and credit policies?

Proposed Location.

 Is your location important to your customers? If yes, how?

 Is it convenient?

 Is it consistent with your image?

 Is it what your customers want and expect?

 Where is the competition located? Is it better to be near them or distant?

BUS SCE Revised 2/2/17 5

 

Distribution Channels. How will you sell your products or services?

 Retail

 Direct (web, mail order, catalog)

 Wholesale

 Your own sales force

 Agents

 Independent representatives

 Bid on contracts

 

Sales Forecast. Monthly projection based on historical data, marketing strategies you described, market research, and industry data. You may want to include a “best guess” scenario and a “worst case” scenario that you are confident you can reach no matter what happens.

Operational Plan. Explain the daily operation of the business, equipment, people, processes, and surrounding environment.

Production. Explain your methods of:

 Production techniques and costs

 Quality control

 Customer service

 Inventory control

 Product development

 

Location. What qualities will you need in a location? Describe the type of location you will have including physical requirements and access.

 Construction: costs and specifications

 Cost: rent, maintenance, utilities, insurance, initial remodeling

 What will your business hours be?

 

Legal Environment.

 Licensing and bonding requirements

 Permits

 Health, workplace and environmental regulations

 Special regulations covering your specific industry of profession

 Zoning or building code requirements

 Insurance coverage

 Trademarks, copyrights, patents

 

Personnel. Facts about your industry.

 Number of employees

 Type of labor (skilled, unskilled, professional)

 Where and how will you find the right employees?

 Pay structure and benefits

 Training methods and requirements

 Who does which tasks?

 Do you have a schedule and written procedures prepared?

 Have you drafted employee job descriptions for each position?

 For certain functions, will you use contract workers in addition to employees?

 

Inventory. What kind of inventory will you keep? Will you need seasonal buildups? Lead time for ordering?

Suppliers. Include names and addresses, type and amount of inventory furnished, credit and delivery policies, history and reliability

Credit Policies. Do you plan to sell on credit? Explain.

Financial. Prepare a start-up financial profile (monies needed to get the business going before you have sold anything). Include: BUS SCE Revised 2/2/17 6

 

 

 Cash – initial amount and sources

 Capital expenditures

 Debt incurred and projected repayment schedule

 Needed ongoing monies to meet fixed and variable expenses until the business begins to generate a profit

 Length of time you believe it will be until the business generates a profit: best and worst cases (be realistic)

 

Pro formas. Prepare 1 year, 2 year, and 3 year financial projections for the business including:

 Income statement

 Balance sheet

 Cash flow projection

 Debt reduction statement

 Additional anticipated capital expenses based on market/product expansion

 

BUSINESS PLAN

CHAPTER 5: MANAGEMENT AND ORGANIZATION

Who will manage the business day-to-day? What experience does that person bring to the business? If you will have more than ten employees, create an organization chart. Include position descriptions for each employee and function, and if you are seeking loans or investors, include a resume for key employees.

Professional and Advisory Support.

 Board of Directors

 Management Advisory Board

 Attorney

 Accountant

 Insurance Agent

 Banker

 Consultant as needed

 Mentors/Key advisors

 

Special Topic Capstone

The Special Topic capstone is a research-oriented project reflecting the student’s interests and collaboration between the student and faculty advisor. Topics might include an integrated capstone (for double majors), a series of interviews in a particular industry or career path, a research study of a selected business or management topic, or empirical research tied to presentation at an academic conference. Students desiring to pursue this track are encouraged to directly request a business management faculty member to serve as capstone advisor well before the SCE application due date.

Students desiring to pursue this track must meet these initial eligibility criteria:

 WC GPA of at least 2.75

 BUS GPA of at least 3.00

 

Students interested in the special topic capstone will indicate their topic on the SCE application and follow up by submitting a well-written, one-page project description along with an outline of chapters and a reference list consisting of at least three credible, preferably peer-reviewed, sources that provide background and insight into the topic chosen.

Final determination of the student being able to pursue this track will be made upon review of the proposal. Students who are not accepted to write a special topic capstone will write a strategy capstone instead. BUS SCE Revised 2/2/17 7

 

Strategy Capstone

The Strategy capstone is the most popular track. In it, each student makes an intensive study of the recent activities and business results of one publicly traded firm, studied in its competitive environment, its industry. The Strategy capstone provides an excellent synthesis of all the major elements comprising the business management major: facility with statistics and financial analysis, ability to read financial statements, understanding of key business areas like marketing, information systems, organizational structure and leadership, the legal environment, and strategic management.

The Strategy capstone presents research, analysis, and recommendations on a firm’s operations and strategy. In other words, in this capstone the student studies what a firm tries to do within its competitive environment, what it actually does, and how successful it is. There are restrictions on what firms may be chosen for the Strategy capstone. Firms must be publicly traded, to ensure there will be sufficient financial information available, and firms studied within the recent past may not be chosen.

Any business management major may pursue the Strategy capstone. You may request a particular faculty member to serve as capstone advisor; if you do not, an advisor will be assigned to you. However, it is required that in your SCE application, you submit your first three choices for the firm that you will study (be sure to select companies that are not on list of ineligible firms provided). Mrs. Christy Rowan, the department administrative assistant, will confirm which firm you will study; in the event that none of your choices are available, you will be required to submit two new choices. When choosing firms, it can be helpful to think first in terms of industry sectors that you find most interesting (and perhaps may be pursuing a career in) and then identify major players.

The first assignment for students pursuing Strategy capstones is to read your firm’s most recent annual report, concentrating on the written essay generally found at the beginning of the report, and skimming the rest of the report to identify financial and other information included. You will submit a written reflection of the information found in the annual report, identifying at least ten significant things you learned. For instance, you may learn who the firm considers to be its major competitors, or what market opportunities are thought to be most promising for the future.

The Strategy capstone is not a defense of the firm. Students researching a firm sometimes make the mistake of thinking they are an advocate for the firm. This is not an appropriate perspective. Your role is to be an independent, objective source of information for senior management and/or investors. If you see problems, it is your duty to point them out. In fact, in the world beyond college, courage in calling out underperforming companies is a valuable and sought-after quality in business analysts. More broadly, moral courage, which includes the willingness to point out difficult truths and rely on your own honest judgment, is one of the College’s and Department’s core values.

The intended audience for the Strategy capstone is the audience for any similar analysis of a firm and its industry: potential investors, either individuals or institutional investors. What do potential investors want to know, and what do they need to know, to make an informed investment decision about the firm? Similarly, if making recommendations for senior management, think in terms of what they need to know in order to improve the performance of the firm. Keep your intended audience in mind as you write your capstone.

The Strategy capstone draws primarily on research and analytic techniques students have learned over the course of the major. It draws on material in the core BUS courses: BUS 112 (reading financial statements), BUS 202 (marketing analysis), BUS 109 (or MAT 109) (managerial statistics), BUS 209 (analyzing financial data), BUS 210 (management information systems), BUS 302 (organizational dynamics and leadership), BUS 303 (legal environment of business), and BUS 401 (strategic management). In addition, good capstones should draw on knowledge gained from meeting the Global Learning requirement to view all of the above through an international perspective.

The Strategy capstone consists of four chapters, plus an abstract, references, and optional additional material.

STRATEGY CAPSTONE

ABSTRACT

The abstract comes first but gets written last. It is a summary of what you did and what you found: your argument in a nutshell, in 150 to 250 words. The abstract is the only part of your capstone that most people will read if you choose BUS SCE Revised 2/2/17 8

 

to have the library archive your work, so write it with care.

STRATEGY CAPSTONE

CHAPTER 1. INTRODUCTION

Chapter 1 tells the reader what you’re studying and provides useful information on how you did your research. Since

it provides an overview, you will write it when you’ve written the rest of the capstone.

Topic. What you studied. A Strategy capstone typically studies the past five years of a company’s operations within

its industry setting.

Assessment. How you define the firm’s strategic success. To gauge the effectiveness of your company’s generic and corporate strategies, you need a clear measure of assessment to apply against your company’s performance. Hard numbers like net profit, earnings per share, and market share tend to be the best bottom-line assessments, especially when put in comparative perspective. If you wish to use an alternative metric or technique, for instance, a balanced scorecard, please explain.

Methods. How you conducted research. What sources did you use? (SEC.gov, S&P, Hoover’s, business periodicals, etc.). Did you employ any unusual methods, like interviews or attending trade shows?

Industry Benchmark. The industry benchmark is the quantitative heart of your strategic analysis. It provides key data for measuring and evaluating the performance of the industry, and how your firm compares to its competitors. The point is that numbers without a basis for comparison don’t tell much, whereas a sensible comparison with relevant firms and a good benchmark provide lots of insight into a firm’s strategic success.

The benchmark consists of a weighted average (weighted by sales) of key firms in the industry (weights adjusted for each year of data). In particular, the benchmark will include the three or four competitor firms, as well as your chosen firm. The benchmark should be calculated over a four- or five-year period (four years is the minimum amount of data you need: to compute a three-year Compound Annual Growth Rate [CAGR], for instance, you need four years of data). Later on, when you compile these and other numbers, you probably won’t wish to display more than one, or sometimes two, decimal places. Your detailed financial ratio analysis, which draws on the benchmark, will occur in chapter 3. You should complete your benchmark data gathering by the fall deadline; this will give you more time in the spring to analyze your data.

Here, in this initial section in the first chapter, your job is simply to tell the reader how you constructed the benchmark. That means identifying the firms you chose. For each firm, you should include a short (20 to 50 words) snapshot that provides key business information, and helps make clear why you chose the firm. In addition, you should briefly describe the process of constructing the benchmark, drawing on and perhaps expanding the explanation above.

If you excluded any major competitors from the benchmark (for instance because it is a privately held company or its stock is not traded in the United States), explain why you did so.

Key Findings. A summary of your key findings and recommendations. A good plan is to provide a paragraph summary for each chapter, or you may make use of bullet points, if convenient.

STRATEGY CAPSTONE

CHAPTER 2. ANALYZING THE INDUSTRY

As you learn in BUS 401, there are two fundamental levels of strategic analysis: industry-level analysis and company-level analysis. In other words, business strategists and observers study a firm and its competitive environment. Chapter 2 explores the competitive environment in detail. This includes more than the industry itself—it covers everything in the firm’s environment that affects its operations, from the economy and politics to the physical environment, technology, and demographics. But the focus is the industry, and you are expected to develop a good understanding of the industry your firm is in.

Industry Background (SIC, NAICS, or GICS data; industry definition; history; current snapshot; recent changes or highlights) BUS SCE Revised 2/2/17 9

 

It is recommended that you include one or more snapshot or trend charts here to help make sense of the industry. These charts can quickly provide an understanding of key metrics like overall industry size, revenues, key competitors, and trends. There is no required chart, but it is likely that well-designed visual presentation of quantitative data will help you get your story off to a strong start with your reader.

Ethics and Current Events

A summary or selection of popular-press coverage over the past three to five years, with special attention to ethical issues. Choose topics that pertain to your key insights about the industry, rather than just a grab-bag. In strong capstones, the topics covered in this section relate to the key points about the industry and are woven into a narrative that organizes and clarifies the key points.

Stock Summary

One significant source of finance for publicly traded firms is the issuance of stock. Your research should include answers to the following questions for your firm and its benchmark competitors for the most recent year common to all firms for which data is available:

 What is each company’s stock trading symbol?

 Where is the stock listed?

 How many shares of common stock are outstanding?

 What is the market value of common equity?

 What’s the beta coefficient of the company stock?

 Did the company pay a dividend in the past year? If yes, what are the dividend yield and payout ratio?

 

Since this section on stock financials includes lots of numbers and not a lot of text, you may find it convenient to present this section as a table rather than as a written narrative.

Sales and Market Share Growth Rates

You’ll use benchmark data to construct sales and market share growth rates. For most firms, the most recent available data will follow this 3-year CAGR formula for sales:

(2016 revenue ÷ 2013 revenue)⅓ -1

PESTEL (or similar framework)

The PESTEL analytic framework encourages a strategic overview of external environment characteristics. It covers six analytic areas:

 Political analysis

 Economic analysis

 Sociocultural analysis

 Technological analysis

 Environmental analysis

 Legal analysis

 

You don’t have to follow this exact PESTEL format. As long as you cover these broad areas, you may organize this material as you wish. It’s common, for instance, to combine political and legal analysis.

Porter’s Five-Forces Model

Prof. Michael Porter’s famous five-forces model helps identify the forces that determine the basic competitive structure of an industry:

 Rivalry

 Threat of entry and exit barriers

 Supplier power

 Buyer power

 Threat of substitutes

 

Strategic Group Map

The Strategic Group Map is an optional element of the strategy capstone. It is a two-by-two graphical representation of industry competition, including your firm and key competitor firms. There is no one right way

to do a strategic group map. It is important to choose metrics for the x-axis and y-axis that help convey important competitive information about competition among these key firms. BUS SCE Revised 2/2/17 10

 

It is especially important to avoid choosing metrics for both axes that measure, directly or by proxy, size. If you do so for both axes, you’ll end up with a strategic group map or graph that slopes neatly at 45 degrees; this will most likely tell us nothing interesting about the industry or the firm. (Suggestion: For firms in an industry with global competition, one useful metric for the x-axis is often percent of sales outside of the United States.)

Summary

You should end up with a few key points about the company’s external environment. Since you should be repeating, for emphasis, points you’ve made earlier in the chapter, you don’t need to cite them as if they were

new information. We recommend that you organize your summary in terms of key opportunities and threats or

challenges facing companies in the industry. These will set the stage for the SWOT analysis you’ll present in

Chapter 4.

STRATEGY CAPSTONE

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CHAPTER 3. ANALYZING THE FIRM

Chapter 3 focuses on the firm itself. This includes the firm’s history, leadership, structure, and operations. (Style note: remember that a firm is singular, not plural. Don’t use “they” or “their” when talking about your company; use “it” and “its.”)

Company Background (history, vision and mission, highlights, snapshot of current operations, and key recent events). The background provides a quick, concise overview of the company’s history, key moments in its life, a snapshot of current operations (here’s a good place for a table that summarizes key numbers like sales, units sold, key markets, etc.), and key recent events, like a concise mention of a leadership change. The vision and mission are included here to capture the firm’s statement about what it does and how it does it; you will refer back to them in your analysis in subsequent sections of this chapter. This is really an introduction to chapter 3,

so your main job is to set up the rest of the discussion. It is likely that you’ll come back and rewrite this opening bit after you’ve written the rest of chapter 3.

Ethics and Current Events

A summary or selection of popular-press coverage over the past three to five years, with special attention to key

ethical issues. The topics you choose to cover should relate to your key points about the firm (you’ve already covered ethics and current events for the industry in general). In a good capstone, this should not be a random list of articles, but rather, a well-informed narrative. That means that you should read extensively, and pull out a few key issues, rather than listing many minor stories or events.

Now we get into the analytical heart of chapter 3. You’ll recognize that the following sections draw on topics and learning from previous classes in the major:

Organizational Analysis

This section provides information on the company’s organizational structure, leadership, and organizational culture.

Structure. What kind of organizational structure does the firm possess (functional, divisional, matrix, or something else)? How does the firm explain the logic of its organizational structure? Include a formal organizational chart showing the firm’s formal organizational structure.

Overall, is the firm’s structure typical of its industry? Has it recently reorganized or announced a reorganization? Is so, why? What was or is the strategic intention of the change?

What is the firm’s corporate governance structure (Board of Directors)? Provide an overall assessment of the board—its size, stability, and effectiveness. How does it compare to industry norms? Is its board viewed as effective by industry observers?

Have outsourcing, alliances, joint ventures, or informal partnerships with other firms, suppliers, or customers been strategically significant for the firm? If so, concisely describe them.

Leadership. How stable has senior leadership been in the years covered by your research? Who are the key executives? Provide snapshots of CEO, COO, CIO, and any other key senior executives who you determine play a significant role in guiding the company’s strategic operations. If the firm is facing a likely leadership change in the BUS SCE Revised 2/2/17 11

 

CEO position soon (within three years), what succession planning, if any, is being done?

Culture. Along with structure and leadership, culture helps hold organizations together. What kind of culture does this firm possess? Some firms may have extensive press coverage that sheds light on their culture, but for many firms there will not be very much news coverage of their culture. In such cases, useful sources of information within the firm are likely to be departments of Human Resources and Investor Relations. In addition, speeches by the CEO or other senior leaders may be good sources of information about the firm’s culture. Websites like Glassdoor.com provide rich if unverified sources of information on company cultures from an employee perspectives; as long as these are treated cautiously, they can shed a lot of light on what a company’s culture ‘really’ feels like to workers.

Here are key questions about your company’s culture you should consider: What are the firm’s core values as articulated by its vision or mission statement? How stable has the culture been? Is the organization’s culture similar to industry norms, or distinctive? Have there been recent changes or tensions about culture (especially likely in cases of merger and acquisition)? Keep in mind that what a firm claims as its formal, “espoused” values may not be exactly the same as what employees within the firm perceive as the daily reality. Ideally, your job as an analyst is to try to look beyond the “espoused” surface and see more deeply into the heart of the organization you are studying. Summing up this analysis, do you think its culture is a distinctive strength, or a weakness?

Marketing Analysis

Use the four P’s of marketing (product, place, price, and promotion) to assess the company’s marketing performance. Note: If the firm you are studying is a conglomerate with products in different markets (as will be the case for many firms studied in strategy capstones), with different approaches to marketing for different products and product lines, it is suggested that you pick one product area and focus on it. If you do so, please

note this so your reader understands what you’re doing.

A purely narrative discussion is not acceptable: select useful quantitative measures to buttress your analysis of these specific points:

 Has the company segmented the market? If so, how? Why? Multiple segments? Are the segments growing? Contracting? Stable?

Product: What is the product, really? Who buys it? Does the product possess brand equity?

Place: What are the distribution channels? Direct to consumer? Opportunity for new channels by your company? By a competitor? Multiple channels? Who has the channel power? Retailer? Manufacturer?

Price: Skimming? Penetration? Value? Low? High? Differential?

Promotion: What is the unique selling proposition (USP)? Brand promise? Channels?

 

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Management Information Systems Analysis

This section provides an understanding of information systems key to the firm’s success. Management information systems is defined as the ethical use of information systems to help organizations achieve their goals and objectives.

Which corporate goals and objectives are supported by the firm’s use of information systems? Does the use of information technology reflect the firm’s vision, culture and ethics? How does the firm distribute power among stakeholders through the use of information systems?

What are the key business processes within the firm? For these key business processes, what transactional systems (such as ERP) does the firm employ? Does the firm compete on analytics as well as on operations? How does the firm use analytics as a competitive tool?

Since information systems are internal to the corporation, it may be difficult to obtain this information. One way to peer into the inner workings of the firm is to look at job postings for information systems positions on sites such as Monster.com; many times these postings, will reveal which systems the firm uses, giving you a starting point for your research. High-profile firms may also be used as case studies by information systems firms promoting their technology products and services.

Financial Analysis

The section on financial analysis is one of the most challenging—and important—parts of the strategy capstone.

First, you must gather extensive amounts of financial information and derive pertinent ratios that help tell the story of BUS SCE Revised 2/2/17 12

 

your company. Second, you must think about how best to present that information to help your reader gain insight. Third, you must analyze and reflect on this extensive amount of information to draw key lessons about your firm’s successes and challenges, as compared to its industry benchmark. Your analysis should include graphs and charts as appropriate, showing how the firm’s financial performance compares to the benchmark (your designated proxy for the industry average); a company’s financials by themselves, without the context of competitive comparison, don’t carry much meaning.

In some instances, your analysis may be complicated by anomalies or data gaps, where a corporate merger or privatization or other one-time event makes gathering data complicated or even impossible. There are no easy rules about how to deal with these complications: expect to consult with your faculty advisor on how to handle problematic cases.

Financial Ratios: Using your weighted benchmark, compare company performance to benchmark ratios over a four- or five-year period. Ratio analysis should include these elements, where pertinent:

  1. Liquidity Ratios: These ratios measure the firm’s ability to pay off its short-term debt.

 Current Ratio = Current assets/Current liabilities

 Quick (Acid-Test) Ratio = (Current assets – Inventory)/Current liabilities

 

  1. Activity Ratios: These ratios measure the firm’s ability to use its assets to generate sales.

 Total Asset Turnover = Sales/Average total assets

 Inventory Turnover = Cost of goods sold/Average inventory

 

  1. Debt Ratios: These ratios measure the firm’s ability to raise and pay off long-term debts.

 Debt Ratio = Total debts/Total assets

 Equity Multiplier = Total assets/Total equity

 TIE (Times interest earned) Ratio=EBIT (Earnings before interest and taxes)/Interest

 

  1. Profitability Ratios: These ratios measure the firm’s ability to generate profits.

 Net Profit Margin = Net income/Sales

 ROE = Net income/Total equity

 For firms that produce and/or sell a tangible product, it’s also useful to compare gross profit margin, operating margin, and net profit margin.

 

  1. DuPont Identity: The DuPont Identity analyzes ROE as a product of three other ratios identified above: operating efficiency (Net Profit Margin), asset use efficiency (Total Asset Turnover), and financial leverage (Equity Multiplier). The DuPont Identity is expressed like this:

ROE = Net Profit Margin × Total Asset Turnover × Equity Multiplier

Use the DuPont Identity to analyze how the ROE of your company has been affected by its three components over the past three to five years.

Critical Reflection: Along with presenting your ratio data in the form of tables and/or charts, you are expected to analyze and reflect on what story or stories the ratios tell, to shed light on the financial and strategic situation of your particular firm. After presenting and discussing your ratios one by one, you should step back to consider three big questions at the close of this section on financial ratios:

 Has the company’s financial performance been good or bad?

 Is its financial position sufficient to fulfill its mission and goals?

 How does its financial position compare with industry benchmarks?

 

Concisely justify your answers to these questions.

Business (Generic) Strategy

Identify the firm’s chief business (sometimes called generic) strategy for its lead products. How stable has this strategy been? Compare the company’s generic strategy with industry norms, and assess its effectiveness. Note: you should tie this effectiveness of the firm’s generic strategy to the success measure presented in chapter 1. This helps tie your analysis together. In practice, since you’ll write chapter 1 after you’ve worked up the analysis here, that means that BUS SCE Revised 2/2/17 13

 

your analysis of the generic strategy here will help you select an appropriate success measure in chapter 1.

Corporate Strategy

Corporate strategy is often misunderstood, and a good capstone will distinguish itself by getting corporate strategy right. Corporate strategy is different from business strategy, which centers on how to do one thing really well. Firms that only do one thing (for example, Living Essentials, which makes and markets the 5-Hour Energy brand) don’t face the challenges of diversification, and thus of corporate level strategy. But most publicly traded firms studied in strategy capstones have become complex and diversified enough that they do face the challenge of corporate strategy.

A firm’s corporate strategy refers to how to do many things in an optimal fashion. As successful firms grow, they tend to diversify—entering new markets, taking on new activities, and facing new choices about how to allocate resources. Corporate strategy refers to this juggling act, the challenge of making decisions about what portfolio of assets to hold.

If this is relevant to your firm, identify its corporate strategy or strategies. How does its approach compare to industry norms? How stable and effective has its corporate strategy been? What kinds of acquisitions has it made, and have they been effective? What is likely to lie ahead?

Summary

You should end up with a few key points about the company’s operations. Since you should be repeating, for emphasis, points you’ve made earlier in the chapter, you don’t need to cite them as if they were new information. We recommend that you organize your summary in terms of the firm’s key strengths and weaknesses. These will set the stage for the SWOT analysis you’ll present in Chapter 4.

STRATEGY CAPSTONE

CHAPTER 4. RECOMMENDATIONS

Chapter 4 begins by summarizing your research in a SWOT analysis, then looks to the future.

SWOT Analysis

SWOT (Strengths, Weaknesses, Opportunities, Threats) is a powerful clarifying tool for strategic analysis. And the good news is that you’ve already done the analysis! At the end of Chapter 2 you presented key opportunities and threats in the company’s external environment. At the end of Chapter 3 you presented the firm’s key strengths and weaknesses. All you have to do now is put them together in a simple two-by-two matrix, like this: Positive Negative
Internal Strengths Weaknesses
External Opportunities Threats

 

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324 Assignment Two: E-mail with Memo 1(00 points)


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1324 Assignment Two: E-mail with Memo 1(00 points)

Due date: . Submit in Canvas. Emailed assignments will not be

accepted. No revisions. See sample memo on p. 137.

Parts One and Two must be completed and submitted in ONE file or the assignment will be

considered incomplete and the student will receive an “E” grade (0 points).

PART ONE: (10 points)

Compose an e-mail message (in a Word or Rich text format for submission in Canvas)

announcing an attached memo. Mention briefly your purpose for writing and forecast the

memo’s content. Pay close attention to your choice of words and tone of voice. Be sure to mimic

e-mail format by opening an e-mail browser or using the Kolin textbook. Be sure to include a

casual greeting and a closing line. Construct a name and title for you and the company.

PART TWO: (90 points)

  1. Rewritaen d redesigthne memo (on page 2 of this document) following proper format,

content, tonality, and etiquette for writing memos as outlined in the Kolin textbook.

  1. Using a fictitious job title and company name, compose the memo to All Managers from you.
  2. Analyze the memo to ensure you comprehend the information needed in your rewrite.
  3. Compose in standard memo format. Descriptive headings are required.
  4. Use organizational markers, effective document design strategies, and the C.R.A.P.

principles as appropriate.

  1. Avoid using the exact phraseology as the o. rTihgei nmaeml oa uist uhnoorrganized,

angry, difficult to follow, and full of redundancies and errors. In addition, there is no contact

information.

  1. Notice the ALL CAPS, and the numbered list that is not structurally parallel.
  2. Use a professional tone and build goodwill so that employees might be inspired to right their

wrongs.

  1. Adopt the “you attitude” by imagining yourself as a recipient of the memo.
  2. Take the liberty to be professionally creative.

2

Memo

From: XXXXXX

To: DL_ALL_MANAGERS;

Subject:MANAGEMENT DIRECTIVE: Week #10_01: Fix it or changes will be made

Importance: High

To the KC_based managers:

I have gone over the top. I have been making this point for over one year.

We are getting less than 40 hours of work from a large number of our KC-based EMPLOYEES.

The parking lot is sparsely used at 8AM; likewise at 5PM. As managers — you either do not

know what your EMPLOYEES are doing; or YOU do not CARE. You have created expectations

on the work effort which allowed this to happen inside Green Inc., creating a very unhealthy

environment. In either case, you have a problem and you will fix it or I will replace you.

NEVER in my career have I allowed a team which worked for me to think they had a 40 hour

job. I have allowed YOU to create a culture which is permitting this. NO LONGER.

At the end of next week, I am plan to implement the following:

  1. Closing of Associate Center to EMPLOYEES from 7:30AM to 6:30PM.
  2. Implementing a hiring freeze for all KC based positions. It will require Cabinet approval to

hire someone into a KC based team. I chair our Cabinet.

  1. Implementing a time clock system, requiring EMPLOYEES to ‘punch in’ and ‘punch out’ to

work. Any unapproved absences will be charged to the EMPLOYEES vacation.

  1. We passed a Stock Purchase Program, allowing for the EMPLOYEE to purchase Green Inc.,

stock at a 15% discount, at Friday’s BOD meeting. Hell will freeze over before this CEO

implements ANOTHER EMPLOYEE benefit in this Culture.

  1. Implement a 5% reduction of staff in KC.
  2. I am tabling the promotions until I am convinced that the ones being promoted are the

solution, not the problem. If you are the problem, pack you bags.

I think this parental type action SUCKS. However, what you are doing, as managers, with this

company makes me SICK. It makes sick to have to write this directive.

I know I am painting with a broad brush and the majority of the KC based associates are hard

working, committed to Green, Inc., success and committed to transforming health care. I know

the parking lot is not a great measurement for ‘effort’. I know that ‘results’ is what counts, not

‘effort’. But I am through with the debate.

We have a big vision. It will require a big effort. Too many in KC are not making the effort.

I want to hear from you. If you think I am wrong with any of this, please state your case. If you

have some ideas on how to fix this problem, let me hear those. I am very curious how you think

we got here. If you know team members who are the problem, let me know. Please include

(copy) Lisa in all of your replies.

3

I STRONGLY suggest that you call some 7AM, 6PM and Saturday AM team meetings with the

EMPLOYEES who work directly for you. Discuss this serious issue with your team. I suggest

that you call your first meeting — tonight. Something is going to change.

I am giving you two weeks to fix this. My measurement will be the parking lot: it should be

substantially full at 7:30 AM and 6:30 PM. The pizza man should show up at 7:30 PM to feed

the starving teams working late. The lot should be half full on Saturday mornings. We have a lot

of work to do. If you do not have enough to keep your teams busy, let me know immediately.

Folks this is a management problem, not an EMPLOYEE problem. Congratulations, you are

management. You have the responsibility for our EMPLOYEES. I will hold you accountable.

You have allowed this to get to this state. You have two weeks. Tick, tock

XXXX …..

Chairman & Chief Executive Officer

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Marketing 228 – Brand Management: Pepsi Kendall Jenner Commercial Analysis


Marketing 228 – Brand Management

Case 1 (Individual)

Pepsi Kendall Jenner Commercial Analysis

100 marks – 15% of Final Grade

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In Spring of 2017, Pepsi pulled one of its ads featuring model Kendall Jenner as a protester who hands a can of Pepsi to a police officer facing a crowd of demonstrators.

The ad drew sharp criticism because it was accused of trivializing and mimicking imagery from protests for social justice causes that took place throughout the USA.

 

 

 

  1. Identify what Pepsi was trying to achieve from a branding stand point with this ad and why. (25 marks)

 

  1. Identify and describe what you believe the problem was with this ad and why it failed horribly. (25 marks)

 

  1. Identify and describe Pepsi’s brand personality and how this ad hurt it? (25 marks)

 

  1. How can the Pepsi brand recover from this blunder? What strategies and actions would you recommend that they consider? (25 marks)

 

Details

  • 6 pages total (including one cover page and reference page)
  • Report reference page(s) must utilize formal APA formatting (don’t forget about including those supporting in-text citations too!).
  • Please recognize that your report WILL BE assessed through the Turn-it-In feature on e-Centennial once submitted. Words that are NOT your own, must be cited.
  • Your report must utilize a font size of no less than 12, and no greater than 14 and is double spaced.
  • You will not be allocated marks for format, grammar, spelling or proper citations. However, you will lose marks if any of these are incorrect.  If your references are not in APA format you will be deducted 10 marks.  If your formatting is incorrect or your grammar / spelling are poor you will be deducted up to 10 marks.

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Homework help-Computer Science Project


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1) You are required to configure and test a DNS server (Ubuntu Server 16.04.3 LTS). Configure a DNS server with both forward and reverse lookup. You should configure a domain name zone of itc333.edu, and a reverse name mapping zone of 192.168.15.0/24. Configure A and PTR records for: host1 – 192.168.15.10, host2 – 192.168.15.11 and host3 – 192.168.15.12. Configure a CNAME of www for host1, and a CNAME of dc1 for host2. Test the operation of your DNS server using an external client running DNS queries. [10 marks]

 

2) Create a user “assgn2′ and in their home directory create the files with the following permissions [5 marks].

  • A file called “test.txt”, with contents “This is a test file”, with read and write permissions for owner, group and other, but no execute permissions.
  • A file called “script1” that runs a simple script of your choosing, with read and execute permissions for group and other, and full read, write and execute permissions for the owner.
  • A hidden file called “.test_config”, owned by root with contents “Test config file”, that has root read, write and execute permissions only, no other permissions set.
  • A symbolic link with an absolute path to a system log file of your choosing.
  • A directory called “test_dir” with the owner having full permissions to create, rename or delete files in the directory, list files and enter the directory. Group and other having permissions to only list files and enter the directory and access files within it.

 

Submit a learning diary for this activity in which you should include:

  • Your DNS configuration, including copies of your underlying DNS server configuration files;
  • Screenshots from your client device demonstrating the operation of the DNS server;
  • What you did;
  • Describe the problems you encountered. Were you able to resolve these problems? (Y/N);
  • How much time you spent on each part of the exercise.

 

Rationale

This assessment item is design to test your

  • assess your progress towards meeting subject learning outcomes 1, 2 and 3;
  • assist you to develop your learning of the priciples covered in topics 1-6 of the subject;
  • knowledge of the details of network service technologies;
  • ability to apply problem-solving techniques;
  • ability to find credible information sources and apply them;
  • ability to write clearly and concisely; and
  • ability to correctly reference information sources.

Marking criteria

 

Part 1.

 

This part is a series of multiple choice questions. Each correct answer will score 1 mark. Marks will not be deducted for incorrect answers.

Most quizzes will involve multiple choice or true/false type questions, although quizzes may include other contents. Marks will be given based on the correctness of the answers. The Test Centre will be marking automatically and you will receive marks according to the following criteria:
HD – At least 85% answers were correct
DI – At least 75% answers were correct
CR – At least 65% answers were correct
PS – At least 50% answers were correct

 

Part 2.

Question Criteria HD DI CR PS FL
Part 2 Q1. DNS Configuration Ability to learn and use systems administration techniques

Application of technical knowledge

Referencing

Demonstrated working DNS implementation.

Application of techniques drawn from synthesis of two or more sources, presents a summary of the information and explains the facts in a logical manner with outstanding explanation and presentation.

Demonstrated working DNS implementation.

Application of techniques drawn from synthesis of two or more sources, and draws appropriate

conclusions based on understanding, with all factors identified and described.

Demonstrated working DNS implementation.

Application of techniques drawn from two or more sources, and draws conclusions based on understanding, with major factors identified and described.

Demonstrated working DNS implementation with minor errors or omissions.

Application of techniques  and conclusion drawn from facts, with major factors identified and described.

Major errors or omissions. Limited detail and understanding demonstrated
Part 2 Q2. File and Directory Permissions Ability to learn and use systems administration techniques

Application of technical knowledge

Referencing

Application of techniques drawn from synthesis of two or more sources. Configuration is accurate and execution is detailed with precise and neatly presented information. Application of techniques drawn from synthesis of two or more sources. Configuration is accurate and execution is detailed. Application of techniques drawn from sources. Configuration is accurate and execution is detailed. Configuration is accurate and execution is detailed with minor errors or omissions. Major errors or omissions. Limited detail and understanding demonstrated
Overall Assignment Referencing Use of citations and quotes

References

Broad range of references strategically used in support.

Clear acknowledge other people’s ideas.

Always conforms to stipulated style

References strategically used in support.

Clear acknowledge of other people’s ideas.

Mostly conforms to stipulated style

References used in support.

Acknowledge other people’s ideas.

Mostly conforms to stipulated style

Over use of quotations.

Sources not well integrated within answers.

Minor errors in style

Not always proper acknowledge sources

Text or quotations not clearly identified.

Major errors in style.

Inconsistent use of styles

 

 

 

Presentation

You should submit your assessment as a single word document which should contain all components of your assignment. Use screenshots to compliment your written answers and to provide evidence and detail of the work you have done.

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Homework help


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According to Buppert (2011), quality improvement and patient safety are inextricably intertwinedA work environ­ment that sup­ports teamwork and respect for other people is essential to promote patient safety and quality of care.  Unprofessional behavior is disruptive and adversely impacts patient and staff satisfaction, the recruitment and retention of healthcare professionals, communication, teamwork and undermines a culture of safety.  Unprofessional behavior is therefore unacceptable.

Discussion Question:
How does teamwork increase patient safety? Provide evidence and rationales to support your decisions.

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Assignment help-Unit: TSTA101 – INTRODUCTORY STATISTICS


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Individual Assignment
Unit: TSTA101 – INTRODUCTORY STATISTICS
Due Date: Thursday, 28/09/2017 (16:00pm)
Number of Questions: Six (6) Questions
Total Marks: Twenty (20) marks
Instructions: All questions should be attempted.
The marks of each question would be awarded based on your understanding of the questions, concepts and procedures; hence you should demonstrate your answers step by step.
Question 1 [3 marks]
Part a)
Find the following probabilities by checking the z table
i) P((Z>-0.8)
ii) P (-1.3<Z<-0.7)
iii) Z0.2
Part b)
A new car has recently hit the market. The distance travelled on 1 gallon of fuel is normally distributed with a mean of 65 miles and a standard deviation of 4 miles. Find the probability of the following events.
i) The car travels more than 70 miles per gallon.
ii) The car travels less than 60 miles per gallon.
iii) The car travels between 55 and 70 miles per gallon.
Question 2 [3 marks]
Part a)
A sample of n=25 observations is drawn from a normal population with μ=100 and σ=20. Find the following.
i) P(<96)
ii) P(96<<105)
Part b)
The amount of time the university professors devote to their jobs per week is normally distributed with a mean of 52 hours and a standard deviation of 6 hours.
i) What is the probability that a professor works for more than 60 hours per weeks?
ii) Find the probability that the mean amount of work per week for three randomly selected professors is more than 60 hours?
Question 3 [2 marks]
Part a)
Given the following information =500, σ=12, n=50
i) Determine the 95% confidence interval estimate of population mean.
ii) Determine the 99% confidence interval estimate of population mean.
Part b)
A statistics practitioner calculated the mean and standard deviation from a sample of 51. They are =120 and s=15.
(i) Estimate the population mean with 95% confidence level.
(ii) Estimate the population mean with 99% confidence level.
X
X
X
X
Question 4 [4 marks]
Part a)
Calculate the statistic, set up the rejection region, interpret the result, and draw the sampling distribution.
H0: μ=10
H1: μ≠10
Given that: σ=10, n=100, =10, α=0.05.
Part b)
A statistics practitioner is in the process of testing to determine whether is enough evidence to infer that the population mean is different from 180. She calculated the mean and standard deviation of a sample of 200 observations as =175 and s=22. Calculate the value of the test statistic of the test required to determine whether there is enough evidence to infer at the 5% significance level that the population mean is different from 180.
Question 5 (2 marks)
Suppose you are using a completely randomized design to study some phenomenon.
There are five treatment levels and a total of 55 people in the study. Each treatment
level has the same sample size. Complete the following ANOVA. Use α=0.05 to find the table F value and use the data to test the null hypothesis.
Source of Variance
SS
df
MS
F
Treatment
583.39
Error
972.18
Total
1555.57
Question 6 (6marks)
There is a simple linear regression model given by:
where price = used car price in dollars and
age = age of the car in years.
The EXCEL results obtained using Ordinary Least Squares are presented below:
Regression Statistics
R2
0.077
Standard Error
42069
Observations
117
Coefficients
Standard Error
t Stat
Intercept
A
6748
7.035
Age
-2658
856
B
Use the above output for answering the following questions:
a) Calculate the missing values from the summary output: A and B
b) Interpret the slope of the regression line.
c) Write down the estimated linear regression line.
d) What is the value of the coefficient of determination? Interpret this value
e) What is the value of the coefficient of correlation? Interpret this value.
f) Test whether the estimated coefficient of Age is significantly less than zero at the 5% level of significance.
g) Predict price if the car has driven 3 years. X

 

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