Week 5 Assignment Kanit Dararutana Dr. Thomas Hennefer BUS 642 – Business Research Methods & Tools Ashford University 4 February 2013 Week 5 Assignment Making Research Decisions 2) Suppose you were preparing two-way tables of percentages for the following pairs of variables. How would you run the percentages? a) Age and consumption of breakfast cereal. Here I would use cross tabulation because there are two variables and start by listing age in the left most column
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CHAPTER 5 Solutions—Series A Problems 5–1A.(a)Net FUTA tax $123‚400 × 0.006=$740.40 (b)Net SUTA tax$123‚400 × 0.048=5‚923.20 (c)Total unemployment taxes$6‚663.60 5–2A.Earnings subject to FUTA and SUTA: $737‚910 – $472‚120 = $265‚790 (a)Net FUTA tax$265‚790 × 0.006=$1‚594.74 (b)Net SUTA tax$265‚790 × 0.029=7‚707.91 (c)Total unemployment taxes$9‚302.65 5–3A.(a)Net FUTA tax$67‚900 × 0.006=$407.40 (b)Net SUTA tax$83‚900 × 0.037=$3‚104.30 5–4A.(a)SUTA taxes paid to Massachusetts$18‚000 × 0
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Section 1: Supply the Prefix Definition Example Prefix 1. within (---cellular‚ -- cranial) Intra- 2. painful‚ abnormal‚ difficult‚ labored ( -tropy‚ --pnea) Dys- 3. on‚ upon‚ over (-dermal) Epi- 4. one ( -lateral) Uni- 5. below‚ incomplete‚ deficient (- tonic‚ --tension) Hypo- 6. beside‚ beyond‚ around‚ abnormal (-thyroid‚ --lysis) Para- 7. absence of‚ without A‚ an- 8. through‚ across‚ beyond ( -dermal‚ -plant) Trans- 9. many‚ much ( -neuritis‚ -dipsia)
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Porter’s 5 Forces Introduction The model of the Five Competitive Forces was developed by Michael E. Porter in his book „Competitive Strategy: Techniques for Analyzing Industries and Competitors“in 1980. Since that time it has become an important tool for analyzing an organizations industry structure in strategic processes. Porter’s model is based up on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Competitive
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FIN515 Homework 5 Problem 10-8: NPVs‚ IRRs‚ and MIRRs for Independent Projects Edelman Engineering is considering including two pieces of equipment‚ a truck and an overhead pulley system‚ in this year’s capital budget. The projects are independent. The cash outlay for the truck is $17‚100 and that for the pulley system is $22‚430. The firm’s cost of capital is 14%. After-tax cash flows‚ including depreciation‚ are as follows: Year | Truck | Pulley | 1 | $5‚100 | $7‚500 | 2 | 5‚100 |
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LEVEL 5 LEADER In every way Ambassador Barrett proved herself to be a level 5 leader i.e. an individual with not only personal humility but a strong professional will. Her childhood may be the first example of such a combination. Her father passed away when she was a young child leaving her as a partial bread win of the household. She grew up on a farm where she could sell pony rides and do other menial tasks to help support the family. From these very humble
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00 - $230‚000 = $70‚000 Average markup percentage = 70‚000/230‚000 x 100 = 30.43% Instructor Explanation: $60‚000 + $40‚000 + $30‚000 + $50‚000 + $20‚000 + $30‚000 = $230‚000 ($300‚000 - $230‚000) / $230‚000 = 30.4% Points Received: 5 of 5 Comments: Question 2. Question : Related to Problem 1‚ compute the average markup percentage for setting prices as a percentage of the variable cost of the product. Student Answer: Direct materials $60‚000 Direct manufacturing labor $40
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MATH 231: Basic Statistics Homework #5 – Correlation and Regression: 1). Bi-lo Appliance Super-Store has outlets in several large metropolitan areas in New England. The general sales manager aired a commercial for a digital camera on selected local TV stations prior ro a sale starting on Saturday and ending on Sunday. She obtained the information for Saturday-Sunday digital camera sales at the various outlets and paired it with the number of times the advertisement was shown on local TV stations
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sparkling cleaning campaigns Cleaning inspections and correct minor problems Clean even the places most people do not notice Typical Activities Location Action by 4. Seiketsu - Standardization Visual management and 5-S standardization: 4. Seiketsu - Standardization Visual management and 5-S standardization Transparency ( e.g. glass covers for see-through) Inspection “OK” marks or labels Danger zones marked on meters and switches ‘Danger’ warning signs and marks Fire extinguisher and ‘Exit’ signs Directional
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Highlights of Changes from DSM-IV-TR to DSM-5 Changes made to the DSM-5 diagnostic criteria and texts are outlined in this chapter in the same order in which they appear in the DSM-5 classification. This is not an exhaustive guide; minor changes in text or wording made for clarity are not described here. It should also be noted that Section I of DSM-5 contains a description of changes pertaining to the chapter organization in DSM-5‚ the multiaxial system‚ and the introduction of dimensional
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