Are my answers correct?? IF not, Can you please provide steps to do both problems please!

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` ` Mind Tap – Cengage Learning – Google Chrome*XA https: / / ng. cengage .com / static / nb / ui/ evo / index. htm ! ? deploymentId = 56.8707 1.048 13.3.9627 3: 07 3 7 4.8053 BLe I S BIN = 978 13.37 27 1950 & LsnapshotId = 105.5362 &Lid = 42519 976.684)Q` CENGAGE | MINDTAP*Q Search this course- Brianna ~DO : Chapter 9 End – of – Chapter Problems*Attention : Due to a bug in Google Chrome , this page may not function correctly . Click here to learn more .2. Gravetter / Wallnau / Forzano , Essentials – Chapter 9 – End- of- chapter question 1 1As AaInfants , Even newborns , prefer to look at attractive faces compared to less attractive Faces ( Slater Et al . , 198 8 ) . Inthe study , infants from 1 to 6 days old were shown two photographs of women’s faces . Previously , a group of adultshad rated one of the faces as significantly more attractive than the other . The babies were positioned in front of aScreen on which the photographs were presented . The pair of faces remained on the screen until the baby2accumulated a total of 20 seconds of looking at one or the other . The number of seconds looking at the attractiveFace was recorded for each infant . Suppose that the study usEd a sample OF 1 = } infants and the data produced anaverage of $1 = 13 seconds for the attractive face with 5.5 = 72 . Note that all the available information comes from*the sample . Specifically’ , we do not know the population mean or the population standard deviation .*+ DistributionDegrees of Freedom = 8+0.3.85 ) 48.07)- 3.0- 2. 0- 1. 01 . 02.03.0WT N$10.05What is the null hypothesis ?HO : H20USE a two- tailed test with * = . 15 to evaluate the hypothesis . ( Show three decimal places . )t- critical* [ 2 . 1.06[ 12 . 1.17]The results indicate :"O Failure to reject the null hypothesis ; there is a significant preference .Rejection of the null hypothesis ; there is a significant preference .@ Failure to reject the null hypothesis ; there is not a significant preference .O Rejection of the null hypothesis ; there is not a significant preference*4 . 1 { ZU^ – 201 { Apills . All rights reser!served .} 201] [engage Learning except as notedsted _ All rights reserved !* GradedO Type here to search

 

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MiniCase: Lessons on Leadership from Ann Fudge (page 225)

How do you rescue one of the largest advertising and media services firms in the world from a downward spiral? That is the question Martin Sorrell faced when his London-based WPP Group acquired Young & Rubicam (Y&R) in 2000. After many years on top, Y&R was starting to lose momentum—and clients. Kentucky Fried Chicken, United Airlines, and Burger King all decided to take their advertising dollars elsewhere. Sorrell needed to stop the exodus, but how? Sorrell decided a fresh face was needed and started a search for a dynamic new CEO to revitalize Y&R. He found such a leader in Ann Fudge.

Ann Fudge was formerly president of Kraft Foods. At Kraft she had been responsible for the success of the $5 billion division that included well-known brands such as Maxwell House, Grape Nuts, Shredded Wheat, and General Foods International Coffees. Fudge’s reputation as a charismatic leader who listens was a major issue for Sorrell when he went looking for a new CEO for Y&R. Among the talents Fudge had to offer was an ability to interact effectively with all constituencies of a consumer business. Mattel chairman and CEO Bob Eckert was Fudge’s boss when he was president and CEO of Kraft. Of Fudge, Eckert says, “She is equally comfortable with consumers at the ballpark, factory workers on a production line, and executives in the boardroom. She could engage all three constituents in the same day and be comfortable. She is very comfortable with herself, and she’s not pretending to be someone else. That’s what makes her such an effective leader.”

Fudge’s commitment to her work and to the people she works with is evident in the lessons she offers to other leaders:

225

1. Be yourself; do not feign behavior that you think will make you “successful.”

2. Always remember it’s the people, not you. A leader cannot be a leader if he or she has no followers. Be honest with people. Give them feedback. Put the right people in the right jobs. Surround yourself with the smartest people you can find—people who will offer differing perspectives and diversity of experience, age, gender, and race.

3. Touch your organization. It’s easy to get stuck behind your desk. Fight the burden of paperwork and get out in the field. Don’t be a remote leader. You cannot create a dynamic culture if people can’t see, hear, and touch you. Let them know you as a person.

4. Steer the wheel with a strategic focus, yet maintain a wide peripheral vision. Know when to stop, speed up, slow down, brake quickly, swerve, or even gun it!

Fudge had a difficult decision to make when she was approached by Sorrell about the position at Y&R. She was in the midst of a two-year break—after 24 years working for corporate America, Fudge had decided to take some time for herself. She had left her position as president of Kraft Foods in 2001 based not on her dissatisfaction with her job, but on a desire to define herself by more than her career. “It was definitely not satisfaction, it was more about life,” says Fudge about her sabbatical. During her two-year break she traveled, cycling around Sardinia and Corsica; she took up yoga; and she completed the activities in a book called The Artist’s Way at Work—a manual for improving creativity and innovation on the job.

Fudge took on the challenge and has not looked back. In her tenure at Y&R she has worked hard to get Y&R back on top. She has traveled the globe to visit Y&R employees. She frequently puts in 15-hour days pushing her strategy to focus on clients, encouraging teamwork, and improving creativity. A major undertaking for Fudge is to bring together the various business entities under the Y&R umbrella to better meet client needs. She’s also trying to institute a Six Sigma method for creativity—looking for ways to increase productivity so that employees have more time to be creative. Fudge’s hard work is paying off. Y&R has recently added Microsoft and Toys R Us to its client list, and if Fudge has her way, the list will continue to grow until Y&R is back on top.

1. Where would Ann Fudge be placed in each of the Five Factor Model (FFM) categories?

2. Consider the three components of the Triarchic Theory of Intelligence. How did these components come into play over Ann Fudge’s career?

3. Ann Fudge decided to take a sabbatical to focus on her personal life. Based on her experience, what are the benefits of such a break? What might be some drawbacks?

Sources: Diane Brady, “Act Two: Ann Fudge’s Two-Year Break from Work Changed Her Life. Will Those Lessons Help Her Fix Young & Rubicam?” BusinessWeek, March 29, 2004, p. 72, https://www.bloomberg.com/news/articles/2004-03-28/act-ii (Links to an external site.)Links to an external site.; http://biography.jrank.org/pages/2912/Fudge-Ann.html (Links to an external site.)Links to an external site.; http://adage.com/article/news/ann-fudge-retires-young-rubicam-

 

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My question is for part 2.why when we enter the data in the the calculator the standard deviation is entered as the highlight info on the handwritten picture

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Given that: n 115, 48 and 12 a)Find the probability that will be between 45 and 50 .x50 48 45 48P 45 X 50 P Z 12 / 115 12 / 115 P 2.68 Z 1.787 P Z 1.787 P Z 2.68 0.9630 0.0037 0.9594Hence, the…

 

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“MOAC 70-646: Windows Server 2008 Administrator Lab 3: Deploying Active Directory 4. In Exercise 5, how many domain trees are in your Active Directory namespace after you create the new domain (not counting the other student computers in the classroom)? How many forests?”

 

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* MobileStar’s Mistaken Belief If We Build It, They Will Come,…

In 1997, MobileStar was launched to manufacture, sell and install wireless “hotspot” networks. A hotspot is an area in which high-speed wireless Internet connectivity is available.

The idea behind its success was to install hotspot in public places such as hotel lobbies, restaurants, and places that business travelers and others could log on to the Internet via their laptops. ẹnjoyed first-mover advantage. It stuck with Hilton, American Airlines, Starbucks and many other companies. Starbucks allowed it to networks in 500 of its locations.

A key element of MobileStar’s business model was its formula for making money. Rather than charging these companies in which the networks were built, it charged the end users. The price of its service was $15.95 to $59.95 for a monthly subscription; and around $2.95 per hour for people who bought prepaid cards. took all the costs associated with installing the networks; and hence, incurred substantial up- expenditures.

By late 2001, MobileStar failed. The business model just wasn’t variable. What went wrong ?

The hotspot industry is still alive, and an increasing number of restaurant, hotels, airports and other public places are offering wireless connectivity. These companies pay a fixed service fee to the ventors; and are responsible for all installation costs.

1.State the 2 potential flaws of most business models. Which of these 2 potential flaws forced MobileStar’s failure ? Discuss

 

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