...MODULE 6 EXERCISE Linear Correlation IRINA QUENGA EG 381 STATISTICS 02/22/2015 ITT TECHNICAL INSTITUTE Task 1: Listed below are baseball team statistics, consisting of the proportions of wins and the result of this difference: Difference (number of runs scored) - (number of runs allowed). The statistics are from a recent year, and the teams are NY—Yankees, Toronto, Boston, Cleveland, Texas, Houston, San Francisco, and Kansas City. Difference 163 55 –5 88 51 16 –214 Wins 0.599 0.537 0.531 0.481 0.494 0.506 0.383 A) Construct a scatter plot, find the value of the linear correlation coefficient r, and find the critical values of r from Table VI, Appendix A, p. A-14, of your textbook Elementary Statistics. Use α = 0.05. B) Is there sufficient evidence to conclude that there is a linear correlation between the proportion of wins and the above difference? Task 2: A classic application of correlation involves the association between temperature and the number of times a cricket chirps in a minute. Listed below are the numbers of chirps in 1 minute and the corresponding temperatures in °F: Chirps in 1 Min 882 1188 1104 864 1200 1032 960 900 Temperature (°F) 69.7 93.3 84.3 76.3 88.6 82.6 71.6 79.6 A) Construct a scatter plot, find the value of the linear correlation coefficient r, and find the critical values of r from Table VI, Appendix A, p. A-14, of your textbook Elementary Statistics. Use α = 0.05. B) Is there a linear correlation between the number of...
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...BUSINESS SCHOOL Unit of Study Outline Unit Code QBUS5001 Unit Title Quantitative Methods for Business Semester 2, 2013 Pre-requisite Units: None Co-requisite Units: None Prohibited Units: ECMT5001, QBUS5002 Assumed Knowledge and/or Skills: Basic calculus, basic concept of probability and statistics Unit Coordinator: Dr Boris Choy Address: Room 482, Merewether Building(H04), The University of Sydney NSW 2006 Email: boris.choy@sydney.edu.au Phone: 0293512787 Consultation Hours: Mondays 2pm-3pm at Room 482, H04 Class Day(s): Thursdays 6pm-9pm at Merewether Lecture Room 5, H04 Required Text / Resources: 1. Textbook: Selvanathan E.A., Selvanathan, S & Keller, G. (2011) Business Statistics, Australia & New Zealand 5th Edition. CENGAGE Learning. www.cengage.com.au/selvanathan5e 2. Online resources: Blackboard and Aplia 3. Software: MS Excel with Data Analysis Plus add-in This Guide to Unit Learning Content and Assessment MUST be read in conjunction with the Business School Student Administration Manual for information about all processes (sydney.edu.au/business/currentstudents/student_information/student_administration_manual) and the Business School unit of study common policy and implementation information that apply to every unit of study offered by the Business School (http://sydney.edu.au/business/currentstudents/policy). In determining applications and appeals relating to these matters it will be assumed that every student has taken the time to familiarise themselves...
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................................................................. 4 3.0 Methodology ..................................................................................................................................... 4 3.1 THEORETICAL FRAMEWORKS ........................................................................................................ 4 4.0 Analysis .............................................................................................................................................. 6 4.1 Task 1: ............................................................................................................................................ 6 4.2 Task 2 ............................................................................................................................................. 8 4.3 Task 3 ............................................................................................................................................. 9 4.4 Task 4 .......................................................................................................................................... 11 5.0 Conclusion ....................................................................................................................................... 12 6.0 Sources...
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...CALABAR HIGH SCHOOL CSEC INFORMATION TECHNOLOGY (General Proficiency) School Based Assessment SPREADSHEET ------------------------------------------------- Description of Project It takes 90 seconds or less for a car thief to take your vehicle. It is no longer enough to just roll-up your windows and lock your doors. Although few stolen vehicles are recovered within 48 -72 hours, the damage has already been done. The Spartahouse City Council in collaboration with the Spartahouse Police Department is encouraging residents to protect their vehicles. This is due to the fact that Incidents of Grand Theft Auto in the city have spiked by over 35% over the last year. There is work to be done to educate citizens on how to protect their vehicles to reduce this particular crime even more. The council has been approached by the National Motor vehicle Theft Reduction Organization NMTRO and has planned to launch a campaign entitled “PROTECT YOUR VEHICLE". The program is specifically targeted at encouraging owners of high risk vehicles to install immobilizers and other antitheft devices. NMTRO works with other stakeholders to develop and implement countermeasures that will impede the activities of organized criminals. In the city and surrounding suburbs, any make or model of car is subject to theft. Toyota and Nissan models made between 2005 and 2012 and Honda products are the most vulnerable for being stolen. The City has hired a team of specialist to analyze...
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...Conor Kerr [Email address] Conor Kerr [Email address] Abstract [Draw your reader in with an engaging abstract. It is typically a short summary of the document. When you’re ready to add your content, just click here and start typing.] Abstract [Draw your reader in with an engaging abstract. It is typically a short summary of the document. When you’re ready to add your content, just click here and start typing.] Unit 6: Business decision Making Unit 6: Business decision Making Contents LO1 2 Introduction 2 Scenario 2 Primary and Secondary Data 2 Primary Data 2 Secondary Data 3 Collection Method 3 Questionnaire 3 Conclusion 4 LO2 4 Task 1 4 2.1&2.2 5 2.3 6 2.4 6 LO3 8 Task 1 8 3.1&4.1 9 3.2 11 3.3 11 3.4 17 LO4 24 Task 2 24 4.2 24 Task 3 27 4.3 27 Sources of Data 29 LO1 Introduction The following assignment will look at different methods and sources in the collection of data. The research will include both primary and secondary forms of data and a plan will be formed to successfully help address a chosen business problem. An appropriate methodology will be used in the collection of data including the outline of sampling framework. A questionnaire will be designed and used as the main method of gathering primary data. Scenario 3 mobile is a large mobile phone provider within Ireland. The mobile phone industry is fiercely competitive and 3 Ireland faces big competition from the likes...
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...and provide pointers to chapters where the concepts are covered in greater detail. If you’ve never had an introductory statistics class or don’t remember basic concepts such as measuring central tendency and variability, then you can use this appendix for a quick review. TYPES OF DATA The first step in using statistics to make better decisions is to obtain measurements. There are two major types of measurements: quantitative and categorical. Task time, number of usability problems, and rating-scale data are quantitative. Things like gender, operating system, and usability problem type are categorical variables. Quantitative data fall on a spectrum from continuous to discrete-binary, as shown in Figure A.1. Note that the extreme discrete end of this spectrum includes binary categorical measurements such as pass/fail and yes/no. The more discrete the data, the larger the required sample size for the same level of precision as a continuous measure. Also, you’ll usually use different statistical tests for continuous versus discrete data (see Chapters 3–6). Discrete data have finite values, or buckets. You can count them. Continuous data technically have an infinite number of steps, which form a continuum. The number of usability problems would be discrete—there are a finite and countable number of observed usability problems. Time to complete a task is continuous since it could take any value from 0 to infinity, for example, 178.8977687 seconds. You can tell the difference...
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...Best Suited Career For: Professor Dr. Marie LaCara English Prof. Devry University Prepared By: Jane Doe Devry University April 14, 2013 TABLE OF CONTENTS Introduction ……………………………………………………………………………………1 Purpose, Scope, Limitations …………………………………………………………...1 Sources & Methods ……………………………………………………………………1 Analytical Report Organization ………………………………………………………..1 Business Management ………………………………………………………………………….2 Education Requirements ………………………………………………………………..2 Daily Tasks ……………………………………………………………………………..2 Salary ……………………………………………………………………………………3 Project Management …………………………………………………………………………….3 Education Requirements …………………………………………………………………3 Daily Tasks ………………………………………………………………………………4 Salary …………………………………………………………………………………….4 Job Outlook ………………………………………………………………………………………4 Recommendation …………………………………………………………………………………4 Work Cited ……………………………………………………………………………………5 INTRODUCTION As graduation approaches the idea of which career choice is ideal for me grows every day. While I have always been interested in Project Management, I have more hands on experience in the business sector, primarily accounting. Prior to my experience in the business sector, I was involved in the legal world working as a paralegal. I very soon realized that this was not the career that I wanted to pursue for the rest of my life. Working as a paralegal made me realize that while this was a recognized position, it was not highly regarded and that I have always...
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...presentation of material throughout the publication do not imply the expression of any opinion whatsoever on the part of UNESCO concerning the legal status of any country, territory, city or area or of its authorities, or concerning its frontiers or boundaries. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means: electronic, magnetic tape, mechanical, photocopying, recording or otherwise, without permission in writing from UNESCO (International Institute for Educational Planning). Graphic design: Sabine Lebeau Typesetting: Sabine Lebeau Printed in IIEP’s printshop Module 7 Trial testing and item analysis in test construction Content 1. Introduction 2. Preparing for trial testing Content analysis Test blueprint Item review Other review issues Review of trial test,...
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...Objectives - MS Project 2010 * Track the actual progress of tasks * Updating a Project * Compare baseline data to actual and scheduled data * Viewing a Network Diagram * Earned Value Overview Once the project starts, it's time to begin tracking the actual progress of tasks and resources. Tracking is the process of gathering and entering task information into the schedule. You can track progress by entering all or some of the actual information. In the previous lesson, we complete our scheduling and resource assignments. For this lesson, we will assume our project is underway and that several tasks have either finished or are partially finished. We will then determine if our project is behind or ahead of schedule. Tracking Progress Before we can begin tracking progress, the project schedule should be fully developed and a baseline plan should be set. Once work begins, progress should be tracked throughout the project. The more often we update the information, the easier it is to identify problems and take corrective action. When actual information is entered, the project is automatically recalculated. For this reason, task progress should be entered starting at the top of the task list and continuing down the list. There are three types of dates stored for each task: Scheduled: Tasks that haven't started yet or are in progress. Actual: Tasks that are in progress or are completed. Baseline: Originally planned dates....
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...Lab 1.1 Use Task Manager to Monitor a Server Objectives * Monitor a server using Task Manager * Determine which applications, processes, and services are running * Determine the CPU and memory resources used by a server * Monitor network utilization at a NIC * Monitor users on a network Estimated completion time: 20 minutes Activity Background Task Manager is a useful monitoring tool for getting a quick picture of a server. The more you use Task Manager, the more you will get from using it. For instance, you’ll start to know at a glance what is normal for a particular server what is not normal. Such expertise will help you determine, for example, which services should be running the typical performance CPU The Task Manager tabs for monitoring information • Applications—displays currently running applications—lists running processes, as explorer.exe (Windows Explorer) exe (for DNS Server) * Services—lists services and their status, running, stopped, or paused * Performance—displays real-time CPU and memory performance at a glance * Networking—shows real-time network performance in terms of network utilization at all server NICs * User—lists users connected to the server and provides tools to log off or disconnect users, as well as to send users a message Two advantages of Task Manager are that you can start it quickly and it typically requires fewer server re-sources than many other monitoring tools. You...
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...in FAR 52.227–19 Commercial Computer Software-Restricted Rights (June 1987). SAS Institute Inc., SAS Campus Drive, Cary, North Carolina 27513. 1st printing, April 2006 SAS Publishing provides a complete selection of books and electronic products to help customers use SAS software to its fullest potential. For more information about our e-books, e-learning products, CDs, and hard-copy books, visit the SAS Publishing Web site at support.sas.com/pubs or call 1-800-727-3228. SAS® and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. ® indicates USA registration. Contents Chapter 1 Data Mining Overview 1 Layout of the Enterprise Miner Window 2 Organization and Uses of Enterprise Miner Nodes 7...
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...Contents Executive Summary 3 Aim 3 Relevance in Today’s Environment 3 Survey Analysis 4 Assumptions 6 Hypothesis 6 Multitasking: 6 Methodology 6 Task 1 (Sudoku Puzzle): 6 Task 2 (Word Puzzle): 7 Experiment 1: 7 Experiment 2: 7 Experiment 3: 7 Results and Findings 8 Interpretation 9 Are women better at multitasking? 10 Conclusion 10 APPENDIX 12 References 16 Executive Summary The question that is under consideration is whether multitasking is good and how it affects performance. Initially a survey was floated for the students of Indian institute of Management Bangalore which was done to get a general perception about multitasking among the MBA graduates. We found that a majority think that multitasking improves productivity. To validate this we conducted experiments in which subjects were made to do two tasks under three different conditions. In the first experiment, subjects were made to perform the two tasks sequentially, in the second they were forced to switch between the tasks and in the third they were free to do in their own way. Results of the experiments show that the performance was better when the tasks were scheduled (Experiment -1) than during multitasking (Experiment- 2). However, the performance was no better when the subjects were free to do the tasks as per their will (Experiment-3). Also, women are perceived to be better multi-taskers than men but the results did not show any significant difference for the same. ...
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...time and motion study standard hours direct labor standard DefinitionSave to Favorites Method for establishing employee productivity standards in which (1) a complex task is broken into small, simple steps, (2) the sequence of movements taken by the employee in performing those steps is carefully observed to detect and eliminate redundant or wasteful motion, and (3) precise time taken for each correct movement is measured. From these measurements production and delivery times and prices can be computed and incentive schemes can be devised. Generally appropriate only for repetitive tasks, time and motion studies were pioneered by the US industrial engineer Frederick Winslow Taylor (1856-1915) and developed by the husband and wife team of Frank Gilbreth (1868-1924) and Dr. Lillian Gilbreth (1878-1972). See also Taylorism. Read more: http://www.businessdictionary.com/definition/time-and-motion-study.html#ixzz2HC6A1nzL Time and motion study From Wikipedia, the free encyclopedia Jump to: navigation, search A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (the same couple as is best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism). After its first introduction, time study developed in the direction of establishing standard times, while motion...
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... 2. The following are some time-management strategies that you may want to incorporate into your time-management routine. Test them out to see what works and what doesn’t work for you. It might be a good idea to start by monitoring and reflecting on how you currently use your time. First, some basic strategies: 1. Prioritise! You probably have a lot of things to do, so assess how important and how urgent the tasks are; then make sure high priority tasks get done first and are not put off on a regular basis. Avoid time wasters! 2. Be specific! Make the task as specific as possible - we tend to follow through then, especially if we write it down. For example, instead of telling yourself “I’ll do some statistics this week,” try “I’ll do 3 descriptive statistics problems Tuesday at 7pm.” 3. Small bite-size pieces! It’s easy to feel overwhelmed, so try breaking tasks down into smaller sub-tasks. Once you’ve started it’s easier to keep going. 4. Use all available time! This is an especially good strategy if you are pressed for time. You don’t necessarily need a block of time in order to study. Students often have time between classes, travel time, etc. There are lots of study tasks that can be accomplished in short periods, such as reviewing main points of a reading or a lecture. 5. Structure the environment! Find a place, preferably one you can use regularly and with limited distractions. Make sure you have all the essentials so you have no excuses. 6. Establish...
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...APPLICATIONS OF QUALITATIVE AND QUANTITATIVE TECHNIQUES OF MANAGEMENT IN ADMINISTRATIVE/ACADEMIC DECISION-MAKING IN INSTITUTIONS OF HIGHER EDUCATION IN VIRGINIA by Carlos A. Valero Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University in partial fulfillment of the requirements for the degree of DOCTOR OF EDUCATION in Educational Administration APPROVED: ______________________ Don G. Creamer, Chairman __________________________________ ____________________________ Karl T. Hereford _________________________ Stephen R. Parson January, 1997 Blacksburg, Virginia David J. Parks ____________________ John W. Dickey APPLICATIONS OF QUALITATIVE AND QUANTITATIVE TECHNIQUES OF MANAGEMENT IN ADMINISTRATIVE/ACADEMIC DECISION-MAKING IN INSTITUTIONS OF HIGHER EDUCATION IN VIRGINIA by Carlos A. Valero Educational Administration Don G. Creamer, Chair Abstract The purpose of this study was to examine the status and extent to which administrators of colleges and universities in the state of Virginia apply qualitative and quantitative techniques of management in planning, directing, reporting, and controlling activities for enhancing their administrative and academic decision-making capability. The study was directed to the top and operative organizational levels in two categories of administrators (nonacademic and academic) to determine the types of managerial techniques used, degrees of familiarity with these techniques, frequency of...
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