Chapters 1-3:In order to control costs‚ a company wishes to study the amount of money its sales force spends entertaining clients. The following is a random sample of six entertainment expenses (dinner costs for four people) from expense reports submitted by members of the sales force. $157‚ $132‚ $109‚ $145‚ $125‚ $139. Calculate the mean and sample variance(s^2) and standard deviation. Mean = 807/6 = 134.5. Sample Variance = (109925 – (807^2/6)/6-1 = (109925 – 108541)/5 = 1384/5 = 276.8.
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1. The three components of leadership are: 1.) influencing others‚ 2.) providing direction‚ and: ***getting voluntary acceptance 2. Comparing an organization’s strengths and weaknesses with its competitors is part of: PG 435 Not Self Assessment ***Competitor Analysis 3. Staff scheduling using information technology is only applicable to large organizations. ***False 4. When compared to public relations‚ marketing is: PG 430 Not Broader in scope 5. Which of the following types of
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Hypothesis: Ho: P = .10 (Mr. Plex and consortium will seriously consider settlement) H1: P < .10 (Mr. Plex and consortium will rigorously defend any lawsuit by Tommy) Analysis： For this case‚ we use 0.01 as the significance level. In a hypothesis test‚ a Type I Error occurs when the null hypothesis is rejected when it is in fact true. That means if the consortium decides to consider a settlement when greater than 10% of the patrons resented ads/commercials is true and we reject the null hypothesis
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Practice Problems 1-KEY 1. The closing stock price of Ahmadi‚ Inc. for a sample of 10 trading days is shown below. Day Stock Price 1 84 2 87 3 84 4 88 5 85 6 90 7 91 8 83 9 82 10 86 For the above sample‚ compute the following measures. a. b. c. The mean = ∑X/n = 860/10 = 86 The median = (85+86)/2 = 85.5 The variance = ∑ X - X 2/ n-1 = {(84-86)2 + (87-86)2 + (84-86)2 + (88-86)2 + (85-86)2 + (90-86)2 + (91-86)2 + (83The standard deviation = √8.89 = 2.98 The coefficient of variation = 2.98/86 * 100%
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The Role of a Manager: A report that identifies appropriate theories and concepts regarding the role that a manager plays in the current business environment. In order to identify the role of a manager we must first consider just what a manager is‚ and why they are needed. According to Crainer (cited in Management & organisational behaviour‚ 2010) managers are “creatures of the moment‚ perpetually immersed in the nitty-gritty of making things happen.” Similarly‚ Drucker (cited in Management & organisational
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biggest opportunities facing new managers entering industry?’ In today’s economic condition that always changing‚ very complex challenges and opportunities are facing new managers when entering workplace in any sectors of company. The new managers who are looking for jobs in the market are either experienced or fresh graduates. It is important for them to have competency and set of skills‚ as globalisation and competitiveness continue to grow. Thus‚ managers have bigger responsibilities in blending
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support for the theories that argue that political risk and transparency have negative impact on the MNC value. Published by Elsevier B.V. 1. Introduction The factors impacting the performance of multinational firms remain of much interest to managers‚ investors and researchers. A number of theories have been put forth and tested empirically to link the international expansion with the firm value. The internalization theory (INT) posits the idea that multinational firms can create value by internalizing
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The Modern Manager The classic management approach mostly involves the meeting of needs and wants between the people working and the consumers. This is the management that is common for the people to do physical labor. In this way‚ the classic manager is responsible mostly in making these needs and wants of the people. He also has the authority over someone to meet his purpose as a manager. During this time‚ there is no clear distinction between a manager and a leader; wherein sometimes these
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varying roles and functions of a manager‚ all managers have the same fundamental functions that ensure the business runs as efficiently as possible.There are four areas that a manager deals with in the functional areas of any business. These four areas are controlling‚ leading‚ organizing‚ and planning.( Bateman ) It is important to realize that the role of control for a manager is not negative in nature. In the functional areas of a business‚ control means that a manager is making sure that all areas
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competitive world‚ nowadays‚ managers play a crucial role in remaining operations of companies. With increasingly rapid changes in the technology‚ culture and economy‚ a manager is put on a lot of pressure to ensure that the company is run in an effective way. A successful manager operates as catalysts‚ enablers‚ developers and coaches to help others make decisions instead of making them all themselves (Mitch McCrimmon‚ 2010). As Dario Priolo (2011) said‚ an "effective" manager takes responsibility for
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